Mitsubishi Logistics Environmental and Social Report 2016

Mitsubishi Logistics
Environmental and Social Report

2016

Mitsubishi Logistics Corporation

CSR·Compliance Team, General Affairs Division, Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Company Profile (As of March 31, 2016)
Company name

Mitsubishi Logistics Corporation

Head OfficeNihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue (fiscal 2015)

Consolidated: ¥206.8 billion Nonconsolidated: ¥144.3 billion

The number of employeesof the Mitsubishi
Logistics Group

4,499(excluding 59 workers on leave to work outside the Group, 1,379 temporary staff and 1,037
employees on loan/dispatched from outside the Group)

The number of
employees of theCompany845(excluding 152 employees on leave to work for other companies, 123 temporary staff and 569
employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.

Companies in thescope ofconsolidation

Consolidated subsidiaries (52 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,
Tokyu Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V.,
Fuji Logistics Europe B.V., Mitsubishi Logistics China Co., Ltd., Shanghai Linghua Logistics Co., Ltd.,
Shanghai Qingke Warehouse Management Co., Ltd., Shanghai Lingyun Global Forwarding Co., Ltd.
Fuji Logistics (China) Co., Ltd., Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, P.T. Dia-Jaya Forwarding Indonesia, Fuji Logistics Malaysia SDN.BHD.,
Dia Buil-Tech Co., Ltd., Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Service Co., Ltd.,
Kobe Dia Maintenance Co., Ltd., T’ACT Co., Ltd.

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited

Financial Data
Business results (Consolidated)
Operating revenue
250

200

203.6

192.2 198.1

204.3 206.8

175.8(Unit: ¥billion)

Operating income

Ordinary income

15

15

12

12.1

12.5 12.3

12.1

11.4 11.3

13.6

14.5 14.5

14.1 14.4 14.0

12Assets (Consolidated)
Total assets

Net assets

500

300
433.0

400

(Unit: ¥billion)

350.4 353.2

375.1

396.2

413.2

200
150

9

9

300

100

6

6

200

263.0 257.5

250
205.8 211.5

227.8

236.6

150
100

0

3

3

50

2010 2011 2012 2013 2014 2015 (fiscal year)

02010 2011 2012 2013 2014 2015 (fiscal year)

0100

2010 2011 2012 2013 2014 2015 (fiscal year)

050

2010 2011 2012 2013 2014 2015 (fiscal year)

02010 2011 2012 2013 2014 2015 (fiscal year)

Editorial Policy
The Mitsubishi Logistics Group (the “Group”) has issued
this Environmental and Social Report each year since
fiscal 2007 to fulfill its accountability about the effects of
its business activities on society and the environment.
To disclose the goals, details and achievements of its
CSR activities from the perspectives of the Group’s CSR
management, this Report describes precisely and in aneasy-to-understand manner the promotion of CSR as wellas each of the seven core subjects described in the“Guidance on Social Responsibility” (JIS Z 26000, ISO
26000). This Guidance is a global standard for CSR
established by the Japanese Industrial Standards (JIS) andthe International Organization for Standardization (ISO).
Boundary of the Report and Reporting Period
Boundary of
the Report:

The Report covers Mitsubishi Logistics
Corporation (the “Company”) and its groupcompanies.

Reporting
Period:This Report covers our business activities for theperiod from April 1, 2015 to March 31, 2016. To
ensure comprehensive disclosure, however,certain relevant information regarding events that
occurred prior to and/or after this period havebeen included.

Publication Date
(Previous publication date: February 2016)
February 2017
(Next planned publication date: February 2018)

Reference Guidelines■■■

JIS Z 26000: 2012 (Guidance on Social Responsibility) ISO
26000: 2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting
Guidelines (Fiscal Year 2007 Version)
Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines Version 4.0

Contacts for Inquiries Regarding the Environmental and Social Report
CSR · Compliance Team, General Affairs Division,
Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku,
Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Web

Contents
Editorial Policy and Contents

1

Top Message
Introduction of Businesses

2
4Promotion of CSR
Manifestation of The Three Principles of Mitsubishi’s Business 6
Management Philosophy and the Code of Conduct, etc.
Promotion of CSR for every employee; Emphasis on communication 9
Confirmation of major CSR activities
10

Organizational GovernanceCorporate Governance; Promoting the realization of our corporate 12
philosophy and strategies; Review of goals, standards, etc.
Entrenchment of the compliance of standards, etc.; 13
Confirmation of the implementation of action plans

Respect for Human Rights
Improvement of awareness of human rights; Respecting
human rights through business activities

14

Appropriate Working Environment
Respect for labor-management relations; Employment and 15
the importance of the employment relationship
Rewarding and friendly working conditions
16
Ensuring the security of workers
19
Human resources development and training
20

Environmental Conservation
Reduction of CO2 emissions as a measure for reducing climate change 23
Use of renewable resources;
26
Contribution to the recovery of the eco-system

Fulfillment of Sincere and Fair Business Activities
Prohibition of unfair advantage in competition andpromotion of fair and open competition

27

Provision of Safe, High-Quality and Useful Services
Provision of socially and environmentally beneficial high-quality services 28
Promotion of disaster measures to maintain service functions 30

Coordination with Local Communities and International Society
Contribution to cultural activities
Contribution through donations, etc.

31
32Statement Supporting the UN Global Compact
Practice of the UN Global Compact’s 10 principles

34
35

Company Profile

You may view some of the relevant data and the reference table for Global Reporting Initiative (GRI):
Sustainability Reporting Guidelines Version 4.0 on Mitsubishi Logistics’ web site.
“Extended version.”

http://www.mitsubishi-logistics.co.jp/english/csr/pdf/extended_version.pdf
HOME>CITIZENSHIP>Environmental and Social Report>Extended version“GRI Guidelines reference table”

http://www.mitsubishi-logistics.co.jp/english/csr/pdf/griguideline.pdf
HOME>CITIZENSHIP>Environmental and Social Report>GRI Guidelines reference table

Mitsubishi Logistics

Environmental and Social Report 2016

1

Top Message

Akio Matsui
President

Mitsubishi Logistics Group focuses on global
environment-friendly activities and engages in sincere
and fair business activities, contributing to therealization of an affluent and sustainable society.
Introduction
Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure appropriate profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realizationof an affluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation tocarry out our logistics business both in Japan andaround the world, organically and comprehensively
managing each business area through our
information network, starting with our corewarehousing business, and including overlandtransportation, port and harbor operations, andinternational transportation. Our real estate businessfocuses on leased buildings constructed on
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Environmental and Social Report 2016

company-owned property. Of especial note, theinvolvement of our logistics operations in every
industry countrywide provides a key function in theeconomic foundation as a highly public social
infrastructure not only in peacetime but also in caseof natural disasters or other emergencies. We
continue to make the utmost effort to support thedaily lives of people everywhere and the businessactivities of our customers at every level of productprocurement, production and sales.

First Year of the Management Plan (2016–2018)
The current fiscal year is the first year of theManagement Plan (2016-2018), which started in April
2016. Overseas, the U.S. economy continued torecover and a continuous moderate recovery wasseen in Europe. The economy in China maintains

stable growth. The Japanese economy is expected
to recover gradually while employment and income
conditions continue to improve, given the effects ofgovernment policies.
In these circumstances, this plan is designed tomove forward with measures already under way,without changing the fundamental concept of
pursuing the growth potential in overseas businesses
while ensuring profitability in the domestic
businesses.
The management plan has defined the ideal
image of the Mitsubishi Logistics Group three years
from now that we ought to pursue as follows.

“To be a problem-solving partner ofcustomers backed up by trust andbrand power.”

Initiatives for CSR management
With the establishment of our Code of Conduct in
1997, we have clearly demonstrated our stance andapproach toward further enhancing our level ofadherence to relevant laws and regulations,disclosing appropriate corporate information,
addressing and resolving global environmental
issues, and providing safe, high-quality and socially
useful services. In addition, the Company approved
and declared in May 2014 its support for the UN
Global Compact, which is a set of universally
accepted CSR-related principles. The Company
considers complying with internationally accepted
norms in the areas of human rights, labor, theenvironment and anti-corruption as fulfilling its social
responsibility in its business activities and leading toan affluent and sustainable
society. To firmly instill thisstance throughout the entire
Group, we have clarified that
we promote CSR activities as a
specific strategy in the
management plan, and haveincorporated such initiatives in
specific measures.
Our logistics and real estate business activities
are deeply connected to society. To earn recognition
for the value of our existence as a member of society
and continue to grow in the future, the Group needs
to steadily implement the goals set forth in the plan.
In particular, taking into account the increased
demand for reducing natural disaster risk stemmingfrom the global increase in natural disasters, we arepromoting the construction of Disaster-Resistant and
Eco-Friendly Warehouses equipped with reinforced
disaster-prevention functions and enhanced global
environmental measures, as well as DisasterResistant and Eco-Friendly Office Buildings that have
similar functions. As part of this initiative, in
September 2014, the Nihonbashi Dia Building (ofwhich the lower floors are used as the Company’s
Head Office and trunk rooms) was completed. We
also intend to continue initiatives for global
environmental measures from the perspective of
biodiversity.

Conclusion
As the Mitsubishi Logistics Group continues to place
top priority on sincerity and fairness, supporting
customers’ value creation with a focus on global
environment-friendly activities while fulfilling our
responsibilities to society with stable growth, we ask
for your continued understanding and support.

Mitsubishi Logistics

Environmental and Social Report 20163

Introduction of Businesses
Residences
Office buildings

The Mitsubishi Logistics Group provides high-quality services tosupport people’s affluent lives and corporate activities throughthe Logistics segment businesses centering on the warehousing
and distribution business and the Real Estate segment
businesses centering on the leasing of buildings.

Retail facilities

Real estate development
and leasing
Warehouses anddistribution centers

Air transportation

Domestic

Harbortransportation
Oceantransportation
Trunk room
service
Overlandtransportation
Trucking andrailway transportation
Logistics information system

Logistics services
Warehousing and Distribution BusinessWe are able to meet a broad range of customized logistics needs throughthe full integration of warehouses and distribution centers, which are locatedat major ports and key inland transportation areas nationwide; ourtransportation and delivery networks; and the logistics information systems
that organically link them. In this business, fixed temperature storage andrefrigerated warehouses for pharmaceuticals and fresh and processed foods
are sufficiently offered in addition to ordinary warehouses for room
temperature storage to ensure the provision of safe and efficient storage/
distribution processing/delivery services using our original information
technology and the latest facilities.
Meanwhile, we strive to reduce theenvironmental impact by promoting green
management. Furthermore, we are active inthe construction of advanced facilities that
aim to coordinate with local communities
under the concept of Disaster-Resistant and
Eco-Friendly Warehouse equipped with asolar power generation system andemergency power generators. One suchmodel warehouse is Misato Warehouse No.
2, which was completed in March 2013.

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Overland Transportation Business
In Japan, we extend and reinforce the optimal distribution system for each customer
through a tactical combination of our national, trunk-line transit network, which is
supported by Ryoso Transportation within the Group and excellent local counterparts,
and independent collection and delivery services linking local areas. We have
expanded our transportation service for small-quantity, joint delivery needs especiallyfor foods and pharmaceuticals. In addition, we offer cargo feature-specific, diversified
transportation/delivery services including ocean freight container transportation forimport and export cargo and the transportation of heavy goods such as plant facilities.
Moreover, we endeavor to realize eco-friendly, safe and secure transportation services
by drawing on our information technology and promoting green management.
Furthermore, with the start of the DP-Cool Service, a high-quality pharmaceuticals
delivery service with temperature control provided by Dia Pharmaceutical Network
Co., Ltd., our subsidiary that specializes in the delivery of pharmaceuticals, we strive
to realize the further sophistication of transportation quality.

Real Estate BusinessWe are involved in the real estate business in all six major cities of Japan—Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Fukuoka. In addition to the redevelopmentof properties based on the optimum application of each property’s features and theleasing of approximately 50 real estate facilities (offices, retail facilities andresidences), totaling almost 900,000 m2 of total floor space, we are involved in theleasing of condominiums. We are also active in developing Disaster-Resistant and
Eco-Friendly Office Buildings, which will help our customers enhance their business
continuity and reduce their environmental burden.

Air transportation
Import/Export

Customs clearance

Oceantransportation

Harbortransportation

Shipping-related
operations

Harbor Transportation BusinessWe provide secure high-quality logistics services including
container terminal operations for integrated containerizedshipments at all major Japanese ports, namely Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Hakata, to meet every
kind of customer need. We also offer a wide range of othermarine shipping related services such as importing/exportingof vessels, ship registration, and agency operations for
special ships such as oil-drilling rigs.

Overseas

Shipping Agent

Overlandtransportation
Trucking andrailway transportation

International Transportation BusinessIn response to increasingly diversifying customers’ logistics
needs, we propose optimum transportation routes door-todoor worldwide tailored to every customer’s request by taking
advantage of our global network and a variety of transportationmeans such as vessels, aircraft, railway and trucks.
Meanwhile, our overseas operating bases provide
comprehensive logistics services such as cargo transportation,customs clearance and storage of goods, as well as logistics
related support services such as consulting on legal systems
and procedures in the respective areas for customers whoplan to launch into foreign markets. Furthermore, we intend tonot be limited to transport operations but to further promoteworldwide our logistics know-how, which the Company has
accumulated over its history of more than 120 years.

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Environmental and Social Report 2016

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Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on social responsibility,” complies withthe “seven principles of social responsibility”* in the practice of its social responsibility andstrengthens various activities categorized under the seven core subjects of social responsibility.
Each core subject is of equal priority, and is equally important. * See the chart on the right.
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components such as
philosophy, principles, policies, systems, dialogue and confirmation) to ensure that a socially
responsible corporate culture exists within the Group and is conducted through the practice ofCSR-based activities, aiming to increase its corporate value.

Manifestation of The Three Principles of Mitsubishi’s Business Management Philosophy and the Code of Conduct, etc.
Mission, Vision, Sense of Values, Principles and the Code of Conduct
The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)
The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization, Koyata
Iwasaki. The spirit and values of this Sankoryo remain alive and current today as a basic philosophy of an internally andexternally open group being shared by the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Strive to enrich society, bothmaterially and spiritually,
while contributing toward
the preservation of the
global environment.

Maintain principles oftransparency andopenness, conducting
business with integrity andfairness.

Expand business, based on
an all-encompassing global
perspective.

Corporate Responsibility to Society

Integrity and Fairness

Global Understanding through Business

Code of Conduct
We have established the following Code of Conduct to realize our corporate philosophy (see page 2: Top Message) based on
the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure appropriate profits and promote steady growth,
appropriately compensating our employees and stockholders while contributing to therealization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without
deviating from social norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public order andsafety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities for environmental
preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social contribution
projects as a “good corporate citizen” while taking into account coordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

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Environmental and Social Report 2016

Seven Principles of Social Responsibility
An organization
should respect humanrights and recognize
both their importanceand their universality.
An organization
should respect
international normsof behavior, while
adhering to theprinciple of respect
for the rule of law.

Seven Core Subjects of Social Responsibility and
Their Expressions in the Group
Coordination with
Local Communities andInternational Society

An organization should betransparent in its decisions

Respect for
activities that haveTransparency andimpact on society and thehuman rights
environment.

Accountability

Respect for An organization
should beinternational
accountable for its
norms of impacts
on society
behavior
and theEthicalbehavior

An organization
should behave
ethically at all
times.

Observance of
these principles

Provision of Safe,
High-Quality and
Useful Services

Holistic
approachCommunity
Human
Involvement
RightsandDevelopment
Organizational
GovernanceConsumerIssuesOrganization

Respect for
Human Rights

Labor
Practices

Appropriate
Working
Environment

environment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Respect for
stakeholderinterests

An organization should
respect, consider andrespond to the interests of
its stakeholders.

Fulfillment of Sincere andFair Business Activities(Source: Edited by the Company based on the “Guidance on Social Responsibility (JIS Z 26000)”)

Fair Operating
The
Practices
Environment
Interdependence

Environmental
Conservation(Source: Prepared with partial modification by the Company basedon the “Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy
The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our Code of Conduct.

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about the environment andpositively commit ourselves to environmental preservation activities with the recognition that involvement in environmental issues is
indispensable to our corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential to our businessactivities, implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly goods and promoting the reduction ofwaste volume and recycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly. (Established on December 29, 2006)

Environmental Voluntary Plan
We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan as “concrete
guidelines” regarding the Environmental Policy to review and implement specific measures in view of “measures tocope with future tightening of regulations” and “maintaining and ensuring the competitive edge of our businesses.”
The specific measures of the guidelines include efforts related to facilities and equipment such as implementationof solar and wind power generators and greening of rooftops and walls, and efforts related to handling equipment
and vehicle including enforcement of idling-stop practice and eco-driving, as well as selection of environmentconscious suppliers. Based on these measures, the Group promotes Group-wide environmental measures including
appropriate responses to laws and regulations.
Our Declaration of Quality
Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows by gaining the trust of
stakeholders including customers in accordance with the Code of Conduct.

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent andsustainable society. Providing services that are safe, high quality and of benefit to society is one of the most importantpillars supporting our corporate activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide quality
services that will win the trust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing improvement
efforts daily in the areas of safety and quality, our Group-wide quest is to achieve constant quality improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of the(Established on September 1, 2008)
Company can be motivated by sincerity and pride to strive for quality improvement.

Mitsubishi Logistics

Environmental and Social Report 2016

7

Promotion of CSR

Management plan (2016–2018) (Basic Policy)
The current fiscal year is the first year of the three-year Management Plan. Mitsubishi Logistics Group has formulated
the following four items of Basic Policy to reinforce foundations for its growth potential and profitability. The Groupintends to increase its corporate value and achieve future growth by executing each of these diverse measures inaccordance with the Basic Policy.

Basic Policy
1. Improve and expand our logistics business to adapt to the change of the global supply
chains of customers in Japan and around the globe
2. Reinforce and expand the revenue framework of the real estate business
3. Enhance the service quality of Group services and the promotion of CSR
4. Select and concenter of management resources
The outline of the management plan is as follows:
1. Ideal image

The management plan has defined the ideal image of the Group to be pursued as a corporate group in compliance withthe four-item Basic Policy. (see page 3: Top Message).

2. Plan period

Consolidated operating revenue

Consolidated operating income

3. Performance targets(Unit: ¥billion)
300(Unit: ¥billion)
20.0

FY2016–FY2018 (covering three years)
Figures of consolidated business results

Operating Operating
revenueincomeActual resultsfor FY2015
Targets for
FY2018

206.8
240.0

(Unit: ¥billion)

250

Ordinary
incomeNet
income*

200

14.0

9.3

100

11.3
15.5

17.5

11.6

17.5

240.0
206.8

15.5

15.0
12.5

150

11.3

10.0
7.5
5.0

50
0

2.5
FY20150

FY2018FY2015FY2018* Referring to “Profit attributable to owners of parent”

4. Investment plan

During the plan period, the Group plans to make investments totaling ¥60.0 billion (¥30.0 billion in logistics and ¥30.0
billion in real estate).

In-house Decision Making

Responses to Stakeholders’ Expectations

Corporate governance system

Stakeholders recognized by the Mitsubishi Logistics Group(Chart of corporate governance system)

General Shareholders Meeting
Board ofDirectors

Corporate Board of Corporate
Auditors
Auditors

Independent
AuditorCorporate Auditors’
Chamber
Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting8

Mitsubishi Logistics

Chairman of the Board
President
Managing Directors
Respective Divisions, andChambers of the Head OfficeInternal Control
Committee

6 branches

CSR andCompliance Committee

Internal Audit
Department

57 subsidiaries (including
20 overseas subsidiaries)
15 affiliates

Environmental and Social Report 2016

Risk Management
Committee(Chart of stakeholders)
Enhance our commitment
to customer satisfaction,
earning our customers'
trust through high-quality
logistics and real estate Customers
services.
Aim to manage internal
information strictly anddisclose information at
the appropriate timeand in the appropriatemanner, in accordancewith the law.

Employees

Provide ideal working
environments while
ensuring the safety andprofessional growth ofthe employee.
Perform fair

Shareholders& investors

Develop common
interests with local
communities as a good
corporate citizen.

Mitsubishi Public business activities
by complying with
Logistics administration laws, rules andsocial norms.
Group

Local
communities

Suppliers

Sincere and fair businessactivities based on
mutual trust.

Web

Promotion of CSR for every employee
CSR & Compliance Handbook
The Group prepared the Mitsubishi Logistics GroupCSR & Compliance Handbook (63 pages in A5 format)
to nurture the awareness of each employee on CSR
and compliance. The handbook was
distributed to all executives andemployees within the Group in
January 2012 for their daily reference.
We position the handbook as astarting point to help them address
small questions and significant issues
in their routine business operations.
CSR & ComplianceHandbook

CSR and Compliance Awareness Survey
The Company and domestic Group companies provide
Web-based surveys on awareness based on the
Mitsubishi Logistics Group CSR & ComplianceHandbook and the Environmental and Social Report todisseminate the understanding of CSR and compliance.
The surveys aim to increase employees’ awareness byproviding occasions in which every employee thinks offamiliar issues and finds the answers.

Training on CSR and Compliance
As measures to address the status of compliance with the Codeof Conduct and any issues noted in the internal audit results, we
endeavor to establish good working environments bydisseminating and entrenching our corporate philosophy and theCode of Conduct and promoting CSR.
As for compliance, we hold training sessions concerningcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. to Subcontractors with an emphasis on training
and confirmation regarding the methods for managing andhandling relevant documents, and the obligations and prohibitionsof the main subcontracting enterprise.
Web

Actual performance data on the CSR and compliance awarenesssurvey and the training on CSR and compliance can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Emphasis on communication
Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency
in organizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner.

You may view the news releases on the actual performancedata on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Information disclosure
Our IR information site is open on the Company’s Web
site. We strive to transmit information by providing“Management planning and policy,” “Stockinformation,” “IR calendar,” “Financial data” and “IRinformation” (Flash report, Annual report and Results
briefing).
For the convenience of foreign shareholders andinvestors, English-version sites are also available todisclose significant information thereto.

Dialogue between shareholders/investors,
analysts and top management
Easy-to-understand shareholders’ meetings
When we hold a shareholders’ meeting, we strive toprovide easy-to-understand information for theconvenience of attending shareholders by using video
business reports with narration.
Results briefing
Company holds results
briefings twice a year (Mayand November) for investors
and analysts. In addition to
the explanation of the settled
accounting results, the top
Results briefing for analysts
management of the Company
explains management policies and the progress ofmanagement plans, conducts Q&A and transmits a variety
of management information. We are active in encouraging
dialogue with market players not only through transmissionof the information desired by investors and analysts but
also by integrating the feedback of useful views therefromin our actual business judgment.
Web

You may view the materials for the results briefing on
Mitsubishi Logistics’ Web site in the IR Information page.
HOME>INVESTOR RELATIONS>IR Information>Presentation

Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions that are
in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (Contact:
CSR·Compliance Team, General Affairs Division) as an internal
whistleblowing and consultation mechanism to reinforce
compliance management.
To raise the degree of recognition and encourage use of
the system, at the time of the “Check of the Compliance of theCode of Conduct” in December 2015 we checked whether all
executives and regular employees of the Group were familiar
with our internal reporting system and whether they intended
to use the system. Consequently, it was confirmed that almost
all the respondents expressed an affirmative opinion,suggesting widespread recognition of the system.
Mitsubishi Logistics

Environmental and Social Report 2016

9

Promotion of CSR

Confirmation of major CSR activities
The Group is committed to CSR activities so that socially responsible behavior will be disseminated among
employees as a voluntary corporate culture.
Checklist for the confirmation of major CSR activities

Core subjects

Objectives/Goals

Organizational
Governance

Promoting the realization of our corporate
philosophy and strategies
Review of goals, standards, etc.

Reinforce CSR and compliance

Respect for Human
Rights

Improvement of the awareness of human rights

Respect human rights

Rewarding and friendly working conditions

Demonstrate every employee’s personality and competence,
undertake necessary security procedures, and support thecoexistence of employees’ working life and home life

Ensuring the security of workers

Ensure the security of workers

Human resources development and training

Develop competent human resources who meet therequirements of global human resources and who canmanage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Preserve resources by reducing the environmental
impactContribution to the recovery of the eco-system

Global environmental measures from biodiversity
perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

Contribution to the community’s cultural activities

Contribute to cultures in local communities

Contribution through donations, etc.

Support to victims of disasters

Appropriate
Working
Environment

Environmental
Conservation

Fulfillment ofSincere and Fair
Business Activities

Provision of Safe,
High-Quality and
Useful Services

Coordination with
Local Communities
and International
Society

10

Tasks

Mitsubishi Logistics

Environmental and Social Report 2016

We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmationof “Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects inaccordance with the “Guidance on Social Responsibility” guidelines.

Activity process (Plan)

Achievements/Results

Division/Chamber/
Branch and/or Group
companies in charge

Disseminate the corporate philosophy and the management plan.
Deliberate how to promote CSR at the CSR and Compliance Committee.
Strive to improve the understanding of the Code of Conduct and the awarenessof compliance.

Briefing meetings on our Management Plan held at each branch by Managing
Director in charge of personnel and planning.
Worksite meeting held every month (dissemination of our corporate philosophy
and our Management Plan).
Mar. 2016: Held the CSR and Compliance Committee meeting (for CSR promotion).
FY2015: Check for compliance with the Code of Conduct; Number of participants: 4,179.
FY2015: Compliance Awareness Survey; Number of participants: 3,310 (Web-based check).

General Affairs Division
Personnel Division
Planning & Business
Coordination Division
Other Divisions, Chambers
and Branches

Strive to disseminate the awareness of respect for human rights among all
employees by establishing a dedicated promotion system.
Conduct education on human rights.

FY2015 Human Rights Enlightenment Training held with 48 participants.

Personnel Division

Streamline the personnel system in the pursuit of creating worksites where
employees can demonstrate their personality and competence.
Execute industrial safety and health-related measures to maintain andenhance employees’ health.
Promote a work-life balance to support the sound development of the nextgeneration children.

Self-declaration once a year and interviews for appraisal conducted three times ayear.
Conducted “Health Promotion” seminars and annual health checkups.
Beneficiaries of the child-care leave system: 13; beneficiaries of the care leavesystem: 27.

Personnel Division

Work on industrial safety and health-related activities among operating basesin an aim to prevent industrial accidents.
Promote the prevention of industrial accidents and conduct periodic disasterprevention drills and meetings in the Port and Harbor Operations Business.

Monthly convening of Industrial Safety and Health Committee.
Number of serious industrial accidents in the Port and Harbor Operation Business:zero.

Personnel Division
Harbor Transportation
Business Division
BranchesEndeavor to develop human resources that can contribute not only tocorporate growth but also to social development.

FY2015 onsite logistic capability training with 188 participants.
Training for midlevel workers at subsidiaries and affiliates held with 26 participants.
Chinese national staff training held with 9 participants.

Personnel Division

FY2015: The existing lighting devices (around 300 units in total) at our warehouses
were changed to LED lighting.

Technical Division
Real Estate
Division
Branches

FY2015: Solar power generation facilities with total energy output of 100 kW
started operation at the extended space of the Nagoya Tobishima Warehouse.
Mar. 2016: The Eitai Dia Building was certified as a “Near-Top-Level Facility” under
the Tokyo Metropolitan Environmental Security Ordinance.

Technical Division
BranchesOct. 2015: Reforestation activities held with 24 participants.

General Affairs DivisionTokyo Branch
Yokohama Branch

Promote the construction of Disaster-Resistant and Eco-Friendly Warehouses
and Disaster-Resistant and Eco-Friendly Office Buildings, which focus on
ensuring business continuity in case of a disaster and considerations for the
global environment.
Enhance the shift of existing lighting devices to LED lighting by utilizing
governmental subsidy funds.
We promote the implementation of large-scale solar power generation
facilities in existing facilities in line with the government’s policy of enhancing
the use of renewable energy.
Expand the use of “i-MiEV,” Mitsubishi Motors’ electric vehicles.
Promote the reduction of waste.
Conduct reforestation through volunteer activities and donations as a partnerof reforestation of Kanagawa Prefecture.
Hold training sessions for the compliance of the Act against Delay in Payment
of Subcontract Proceeds, etc., and the prevention of insider trading.
Distribute information security questionnaires to disseminate the awarenessof security.
Take specific initiatives for quality improvement at each of the operating sites,
subsidiaries and affiliates.
Reestablish our information systems for warehousing and distribution center
operations to improve the quality of logistics.

FY2015: Compliance with the Act against Delay in Payment of Subcontract
Proceeds, etc.; Number of participants: 1,900 (Web-based check).
FY2015: Newcomers’ training on Prevention of Insider Trading; Number ofparticipants: 44.
Number of respondents to the FY2015 Information Securities Questionnaire: 2,978.
Regular quality improvement conference held.
Quality education at monthly safety conferences and information exchanges atregular conferences with customers conducted.
Since Mar. 2014, a new warehousing and distribution center operations system(G-MIWS) has been implemented on Branches, and the implementations arescheduled to be complete during the first half of FY2017.

General Affairs
Division
Information
Systems Division
Planning & Business
Coordination Division
Warehousing and Distribution
Business Division
Information Systems Division

Deepen people’s understanding of the logistics of relief supplies in case oflarge-scale disasters.
Pursue additional designations of our facilities as support/relief goods logistics
base facilities, which is a concept primarily advocated by the Ministry of Land,
Infrastructure, Transport and Tourism.

Total number of support/relief goods logistics base facilities: 11.

General Affairs Division
Warehousing andDistribution Business
Division
Branches

Hold supporting events for reconstruction from the Great East Japan
Earthquake.
Hold activities that aim to coordinate with local communities and internationalsociety.

Aug. 2015: Held the “Charity Ennichi (Street Fair).”
Aug. 2015: Held the “YBQ (Yokohama Bay Quarter) Radio Exercise.”Dec. 2015: Held the YBQ Christmas event “White Elephant Gift Exchange.”
FY2015: Held YBQ Touch the green events “Oniwa de Asobo!”four times.
Installed flower beds in the greenbelt near Nagoya Station.
Cooperated with rituals related to restitution of Kasagis (part of the Torii) that had
belonged to shrines in the Aomori prefecture, Tohoku region, and were washedaway by tsunamis in the Great East Japan Earthquake.

Real Estate Division
Yokohama Dia
Building
Management
Corporation
Nagoya Branch

Raise and provide relief funds for disasters that happen in Japan andoverseas.

June 2015: Provided relief funds for the Central Nepal Earthquake victims.
Nov. 2015: Provided relief funds for the rainstorm that hit Eastern Japan (rainstorm
damages from disasters such as Typhoon No. 18 in Sept. 2015).

General Affairs Division
Other Divisions, Chambers
and Branches
Group companies

Mitsubishi Logistics

Environmental and Social Report 201611

Organizational GovernanceTo ensure socially responsible positive decision making, it isnecessary to establish organizational processes to optimally utilize
the Group’s philosophy, strategies and standards.
As for organizational governance, the Group recognizes andstrengthens such issues as “Promoting the realization of our corporate
philosophy and strategies,” “Entrenchment of the compliance ofstandards, etc.,” “Confirmation of the processes of implementation foraction plans” and “Review of goals and standards, etc.”

Corporate Governance
Basic stance
Mitsubishi Logistics Corporation recognizes the enhancementof corporate governance as a significant business issue thatwill enable us to carry out our social mission andresponsibilities as a publicly listed company and to aim forsustainable growth and development. Accordingly, we areendeavoring to boost corporate governance through multiple
initiatives, such as: enhancing the function of the board of
directors and board of auditors by appointing outside
directors and auditors; establishing an internal control systemthrough drafting the rules of conduct for our executives andemployees, setting up the Internal Control Committee andthe CSR and Compliance Committee, and enhancing aninternal audit system; instituting a risk management system
via the Risk Management Committee; and, finally, by
reinforcing disclosure through the early publication of financial
statements. (See page 8: the chart of corporate governancesystem)Promoting the realization of ourcorporate philosophy and strategies
Disseminating the corporate philosophy andthe management plan (Basic Strategy)
The Group has expressed the goal of “contributing to therealization of an affluent and sustainable society” in its
corporate philosophy (see page 2: Top Message) to make its
intent of strengthening social responsibility known to every
party concerned within the Group.
To facilitate this goal, the Company formulated in its

Worksite meeting (Head Office)12

Mitsubishi Logistics

Environmental and Social Report 2016

management plan the following Basic Strategy and Detailed
Strategy (excerpt) and endeavors to disseminate it at worksite
meetings and other occasions.

Basic Strategy and Detailed Strategy (Excerpt)
1. Foster a corporate culture that supports newchallenges.
2. Promote service quality improvement activities.
3. Reinforce risk management including natural
disaster countermeasures and security measures.
4. Pursuit of thorough compliance by reinforcing thein-house check system.
5. Implement CSR activities based on the UN Global
Compact’s 10 principles.
6. Continue to implement global environment-friendly
business activities.
7. Continue to develop technologies and facilities
based on the concept of “Disaster-Resistant and
Eco-Friendly Warehouses” and “Disaster-Resistantand Eco-Friendly Office Buildings.”

In executing the Basic Strategy and the Detailed Strategy
above, the Group complies with the seven principles of social
responsibility under the Guidance on Social Responsibility.
The Group companies have stipulated the Code of Conduct
in line with the seven principles, and their employees strive toself-check and confirm their behavior by using the CSR &Compliance Handbook.

Review of goals, standards, etc.
Deliberating at the CSR and Compliance
Committee (meetings held in March)
To promote CSR activities in the Group, the CSR andCompliance Committee was established in September 2006.

Worksite meeting (Yokohama Branch)

In fiscal 2015, the committee met in March anddeliberated on the reports and revisions regarding CSR
activities in accordance with the Guidance on Social
Responsibility, which is used as the basis for theEnvironmental and Social Report, as well as on the
improvement of compliance based on the self-check of thestatus of complying with the Code of Conduct.

Entrenchment of thecompliance of standards, etc.
Disseminating the awareness ofcompliance
The Group endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status of complying
with the Code of Conduct, which was formulated as thesocial norms for employees in executing their duties, as well
as by thoroughly promoting training on compliance.
The self-check on the status of compliance previously
targeted the Company and domestic Group companies.
Effective from fiscal 2013, the scope of the self-check has
been extended to cover overseas Group companies using
English texts.

auditors and provides them with internal audit information tocooperate with the corporate auditors’ audits.

Confirmation of theimplementation of action plans
Confirming the appropriateness ofoperations via internal control
The Board of Directors of the Company resolved the “Basic
Policy on the Improvement of an Internal Control System” toensure the appropriate execution of duties by executives andregular employees and the appropriateness of corporate
affairs.
Furthermore, the Company improves the systems
necessary for ensuring the appropriateness of financial
reporting and prepares and submits the Internal Control
Report regarding the evaluation of the effectiveness of internal
control relating to financial reporting in accordance with the
Financial Instruments and Exchange Law.

Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program

The internal audit of the Company is performed mainly by the
Audit Division in accordance with the internal audit regulations
and the internal audit plan. The audit operation is supported
by branch auditors and audit assistants positioned at Head
Office and respective branches. The purpose of the internal
audit is to precisely grasp the status of corporate affairs andthe financial position so as to be of help for management’s
prevention of fraud, errors and faults, and rationalization suchas improvement of business operations and raising operating
efficiency. The Audit Division reports the results of audits
regarding the Company and subsidiaries to the management
team. The General Affairs Division supports the follow-up
checks on any issues noted in the audit results, if any, andreports the results to the management team.
The Audit Division keeps close contact with the corporate

The Authorized Warehouse Operators’ Program is a systemfor certifying managers of bonded warehouses and bonded
factories as authorized warehouse operators after they meetset conditions concerning compliance and other regulations,in accordance with the Authorized Economic Operator (AEO)
guidelines of the World Customs Organization (WCO). Theseauthorizations ensure preferential treatment such as simplified
procedures and exemptions from permit fees, etc. theCompany received approval as an authorized warehouse
operator and further enhanced compliance activities incustoms-related processes and all other import/export
services. In April 2016, the authorization has been renewed,
and we will continue to strive to provide highly reliable anddependable logistics services for our customers.
Meanwhile, Monryo Transport Corporation and Keihin
Naigai Forwarding Co., Ltd., both of which are Group
companies, acquired certification as Authorized Customs
Brokers as of September 2012, and June 2014, respectively.
An authorized customs broker is a customs clearance
operator subject to various preferential privileges, which isauthorized by the customs office to arrange for security
management and compliance regarding cargo. The Company
is scheduled to acquire the same certificate, and strives tofurther improve the quality of customer service going forward.

Worksite meeting (Nagoya Branch)Worksite meeting (Kobe Branch)

Web

Actual performance data on the compliance situation of
the Code of Conduct may be viewed on Mitsubishi
Logistics’ Web site in “Extended version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended version

Business processes are confirmed via
internal audit

Mitsubishi Logistics

Environmental and Social Report 201613

Respect for Human Rights
Respecting human rights is the basis for complying with laws andregulations and fulfilling social responsibility.
Regarding the respect for human rights, the Group recognizes andaddresses such issues as “Improvement of employees’ awareness ofhuman rights.”

Improvement of theawareness of human rights
Striving to disseminate the awareness ofrespect for human rights with every employee
by establishing a dedicated promotion system
The Company is committed to enlightening of human rights
issues among employees with the aim of creating a “positive
worksite atmosphere in which every employee’s human rights
are respected and personal competence and personality canbe fully demonstrated.”Specifically, every year the Company offers a humanrights enlightenment course of 1–2 hours in the stratified
training curriculum under the established human rights
training promotion system.
In fiscal 2015 a total of 48 employees participated in the
training, which targeted new comers.
At the training sessions, participating employees not only
received lectures but also exchanged views on diverse
concrete examples to deepen their understanding.
The Company endeavors to raise the awareness ofhuman rights by inviting slogans on human rights
enlightenment even to loaned or dispatched staff members. In
parallel with this approach, we have established aharassment-dedicated counseling contact that takes initiatives
to prevent or resolve various worksite harassment cases.
Web

Actual performance data on human rights training canbe viewed on Mitsubishi Logistics’ Web site in“Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Respecting human rights
through business activities
Outsourcing works to a provider of continuous
employment support service, where physicallychallenged people are working
The Company outsources digitizing works of in-house
documents and data to Japan Church World Service, Inc.,Tokyo Itabashi Welfare Factory where continuous
employment support service is provided to physicallychallenged people, who may have difficulties in conventional
work settings.

14

Mitsubishi Logistics

Environmental and Social Report 2016

The Company considers that this outsourcing can help
more physically challenged people to work on a continuous
basis and play active roles in society while having
independent lives.
Slogan on human rights (some of slogans Submitted to the Company)

Slogan on human rights (Employees’ section)

So many men, so many minds. Each
personality supports one another to form
one great power
Slogan on human rights (Family section)

Let us search, for all the unique goodqualities that each and every one of us
possesses.

VOICE

Reflection on the Human
Rights Training
Kaho Igarashi
Ohi Office, Tokyo Branchased on the theme of “Corporate and Human
Rights,” we learned through group discussions
using actual cases and exemplary cases.
In recent years, we have been hearing various
problems including sexual harassments and power
harassments. From actual cases, we learned the points
we should remind ourselves. I came to understand that,instead of restricting our languages and behaviors orover-reacting to such matters, mutual respect andappropriate exercise of our rights are the keys for creationof a friendly working environment.
Furthermore, during group discussions, I learned thatdifferent opinions and perceptions can come out of people
even of the same generation. Understanding this, I realizedthat it is important not to be constrained by prejudice or
my own subjectivity and to put myself in other people’s
shoes when having communications with other people.

BAppropriate Working Environment
An appropriate working environment serves to stabilize employees’ living
standards, is the source of meaning in employees’ lives and is indispensable forsafety and health, productivity growth, human resource development and so forth.
Regarding the appropriate working environment, the Group recognizes andaddresses such issues as “Respect of labor-management relations,” “Employment
and the importance of the employment relationship,” “Rewarding and friendly working
conditions,” “Ensuring the security of workers” and “Human resource development andtraining.”

Respect for labormanagement relations
Having close communications with thelabor union
The collective labor agreement entered into between
the Company and the Mitsubishi Logistics Union
stipulates the responsibility of the Company and that of
the union as follows on the stance of labormanagement cooperation.
1. (Company’s Responsibility)
The Company shall proactively strive to maintainand improve the working conditions and promote
the welfare of employees to improve the status of
employees and ensure stable livelihoods.
2. (Union’s Responsibility)
The labor union shall strive to maintain public orderat the worksite and promote the working
capabilities of its affiliated employees, as well as
fully cooperate with the Company for the growth of
the Company’s business based on democratic
foundations.

Labor-management consultations and negotiations
are handled at the Management Conference, which is
attended by representatives of both parties.
There are two types of Management Conference:
the Central Management Conference, which is held
between Head Office and the union’s headquarters,
and the Operating Site Management Conference,
which is held between each branch and each lodge.
Each conference meets once per month.

Employment and the importanceof the employment relationshipEndeavoring to ensure human resources
systematically and stably while respecting equal
employment opportunities and diversity
In recruiting employees, our basic policy is to respectequal employment opportunities and diversity.
In our recruiting activity, we have introduced an
open entry system without making any distinction as
regards the school of graduation or faculty that takes
into account the fair employment of applicants from along-term perspective to systematically and stably
ensure human resources.
We offer a wide range of opportunities to both newand professional or experienced applicants by making
the most of the Company’s Web site and various kindsof PR media.
Status of employees

(as of the end of March 2016)

Item

In fiscal 2015

Number of regular
employees (consolidated)

4,499

Number of temporary
employees (consolidated)

2,416* Group companies have no statistical data regarding employees’
average age and years of service.
Number of regular employees(non-consolidated)

845 (553 men and 292 women)

Average age(non-consolidated)

39.9 years

Average years of service(non-consolidated)

16.9 years

Number of temporary employees(non-consolidated)

692

Management Conference

Mitsubishi Logistics

Environmental and Social Report 201615

Appropriate Working Environment

Rewarding and friendly
working conditions
Strive to improve the environment in which both
employees and the Company can raise mutual values
The basic philosophy of the Company’s personnel
policy is to assist its employees to grow and improvetheir work-life balance and to assert that both
employees and the Company can raise mutual values
through the sustainable growth of the Company.
To realize this philosophy, the Company endeavors
to improve worksite environments so that employees
can demonstrate their individuality and competence tothe utmost with improved motivation and better
workplace environments, through a variety of personnel
and educational systems.

Streamline the personnel system in the pursuitof creating worksites where employees candemonstrate their individuality and competence
The Company strives to improve worksite environments
in which every employee can fully demonstrate his/herindividuality and competence.
Self-declaration system
According to the self-declaration system, theCompany’s employees declare their satisfaction ratingwith their current duties and career plan among others,
once a year. The declaration includes the desiredconditions of their next workplace, etc., so that theCompany may pay attention not only to employees’
business duties but also to every employee’s life plan.
The content of the declaration is actually used for
personnel transfers and the career development
program.
Evaluation and treatment of employees
The Company treats employees in accordance with
fair, transparent and well-received appraisal systems.
Direct interviews between managers and subordinates,
which are held three times a year (at the time of target
setting, midyear retrospection and year-end
retrospection) are especially emphasized. The
evaluation results are used for an appropriate divisionof labor within the business unit and advice on careerplanning.

16

Mitsubishi Logistics

Environmental and Social Report 2016

Execute industrial safety and health-related
measures to enhance employees’ good healthTo effectively fulfill its obligation of safety, which is
required of every corporation, the Company proactively
takes initiatives to maintain and promote employees’
health.
Regular medical checkup
A medical checkup is conducted once a year that
focuses on tests for lifestyle-related diseases. Although
long working hours have become a social problem inrecent years, the Company has implemented aframework to minimize the health risks of employees
due to a heavy workload through enhanced interview
guidance from industrial physicians to those with long
working hours.
Health promotion
Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures(on mental health and eating habit guidance) given byexperts, simple aerobics dance programs are offered
to encourage employees to engage in light physicalexercise.

Involvement in mental health activities focusing
on “prevention and recurrence prevention”
The Company considers it important to support every
employee in having a purposeful life by ensuringsystematic and constant care for his/her mental health.
To promote mental health care in accordance withthe “Guidelines for maintenance and promotion ofmental health for workers” of the Ministry of Health,
Labor and Welfare, the Company has taken a variety of
initiatives such as reinforcement of in-house educationand training, cultivation of dedicated staff in charge at
operating sites, implementation of the stress checksystem following the Partial Revision of the Industrial
Safety and Health Act and improvement of networks
via collaborations with external professionalorganizations.

Promoting the work-life balance to support thesound development of the next-generation children
Pursuant to the implementation of the Act on
Advancement of Measures to Support Raising NextGeneration Children, the Company formulated the“Ordinary Business Owner Action Plan” andimplemented the “Child-care leave system,” the“Shorttime regular employee system,” the “Nursing
care leave system,” the “Care leave system” and the“Family care leave system” to assist with thecoexistence of employees’ working life and home life.
Furthermore, the Company encourages the enhanced
use of annual paid vacations to reduce working hours
in a year and has introduced a systematic granting
system (six days per year) of annual paid vacations
under labor-management collaboration.

VOICE

Having Taken Child-care Leave
Tomoko Rokuda
Technical Dept., Kobe Branch

took child-care leave twice
three years apart, once for my elder son andonce for my younger son.
I was able to extend my leave period when I
could not find a nursery school for my sons by thescheduled date of my reinstatement. I also had
opportunities to have talks regarding my work after
reinstatement. With such great supports from mywork site, I could spend quality time with my sonswhile watching over their growth in their babyhoods.
Although my sons are now five and two years
old, they still need much care. I would like to keep
working actively while keeping a good work-and-lifebalance.

I

VOICE

Having Taken Care Leave
Miyuki Sato
General Affairs Dept., Nagoya Branchhave four children, who
are fourth, second and first graders inprimary school and one in nursery school.
My children were prone to illness when they
were younger and were repeatedly hospitalized. It
was really a relief to have the care leave system.
Even though that was a hard time physically andmentally with piled-up chores at home, child-care
and work, the warm support and understanding
from everyone at work helped me ride out the
tough time.
When a child is sick, he/she feels insecure andhis/her parent is fed up with worries. I believe thatthe care leave system links the sick child’s feelings
to his/her parents like a bridge.
As my children now developed physical strengthand do not fall sick as often, I take one day careleave per month to take them to rehabilitation.
Even though I was filled with guilt upon taking
the day off when children fall sick suddenly or when
the nursery school calls, but to know that such anunderstanding and such a system exist in the
Company is a very important psychological support
to a working mother.

I

Acquisition results for various systems
SystemDescription

Results (number of beneficiaries)
FY2011FY2012FY2013

FY2014FY2015

Leave of absence is allowed for a desired period
Child-care leave
until a child becomes 2 years old.

9

6

7

8

13

Short-time regular Service hours may be reduced by up to 2 hours
employee
per day for nurturing a child.

16

17

17

18

17

Nursing careleave

Leave of absence is allowed for a desired period
within one year to take care of a family member inneed of nursing care.

0

1

0

0

0

Care leave

Paid leave for nursing care of a child (up to 10
days per year)

33

27

31

27

27

Family care leave

Paid leave for nursing care of a family member inneed of nursing care (up to 10 days per year).

3

1

1

0

0

(newly established in FY2010)* The number of beneficiaries in the child-care leave and nursing care leave are calculated based on the year they started taking their leaves.

Mitsubishi Logistics

Environmental and Social Report 201617

Appropriate Working Environment

Promoting welfare measures to help
employees store up the energy to work
A variety of systems are available in compliance withthe three catchphrases of “Provision of security,”“Recreation” and “Promotion of residential houseacquisition” for the promotion of employees’ welfare.

Major welfare programs of the Company:
1. Provision of security
Retirement benefits, corporate pensions, family
allowance, housing allowances, condolencemoney, celebration of a birth, the ESOP (Employee
Stock Ownership Plan) association, groupinsurance, the reserve for pension and asset
formation, multipurpose accommodation loans andthe granting of company-owned houses to
employees via job transfers
2. Recreation
Recreation facilities, in-house sports events(baseball, tennis and futsal), the Mitsubishi firms’
martial arts tournament, refresh leave (long-service
and midlevel workers)
3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation,
in-house loans and tie-up loans

To ensure employment opportunities for theelderly, motivated retiring employees are provided
with places to demonstrate their competence
In terms of employment opportunities for the elderly, theCompany has strived to guarantee the employment of
employees up to 62 or 63 years old before theestablishment of the related laws through measures suchas a job placement service to help them be reemployedby subsidiaries or affiliates and the reemployment of thosewith expertise in certain business fields.
In response to the establishment of the relevant laws,
we established our continuing employment system toensure that applicants can continue to work up to 65
years old under certain criteria, and the system has been
applied to 80%–90% of those applicable.

Improving access in the work environment to increase
the employment of physically challenged people
There are physically challenged employees who work indiverse operations of the Company. As of June 1, 2015,
the Company filled its legal employment quota ofphysically challenged employees as a result of theaggressive execution of various initiatives. We will continue
to steadily strengthen improvements of the worksite
environment in which physically challenged persons caneasily demonstrate their capabilities and competence.
Employment ratio of physically challenged employees
June
2011

June
2012

June
2013

June
2014

June
2015

Number of physicallychallenged employees (actual)

16

18

17

16

16

Employment ratio (%)

2.06

2.30

2.15

2.05

2.05

VOICE

Participated in the Mitsubishi
Firms’ Track-and-field Tournament
Ryo Tanaka
Ohi Cold Storage Office, Tokyo Branch

itsubishi Firms’ Track-and-field Tournament brings
together track-and-field lovers from all MitsubishiGroup companies, building friendship through competing intrack-and-field games. This is the first time for theCompany to participate in this event.
From the Company, I was the only one that participatedin individual races, where I achieved first place in the men’s
100m race and second place in the men’s 400m race.
It was a meaningful event where we were able toextend communication across the boundary of companies
through sports and hobbies.
I will participate in the relay races in the next
tournament, and want to show the amount of effort
comparable to the Japanese Olympics team.

M

In-house recreation event (Women’s cutter club, All-branches
baseball tournament)

18

Mitsubishi Logistics

Environmental and Social Report 2016

Ensuring the security of workers
Striving to conduct industrial safety and healthactivities via collaborations among operating basesin the pursuit of prevention of industrial accidents
Each branch has an “Industrial Safety and Health Committee” (and a
Health Committee at Head Office) to share information with operatingbases including operation-commission and cargo-handlingcompanies to which operation is outsourced with regard to diverse
initiatives related to industrial safety
and health. In addition, we strive toprevent industrial accidents byconducting safety and healtheducation and safety patrols insideand outside the facilities.
Industrial Safety and HealthCommittee (Tokyo Branch)Overland transportation: Strengthen ensuringsafety with safety measures and the preventionof accidents in the transportation field
Ryoso Transportation Co., Ltd. (an overland transportation-dedicatedcompany in charge of the overland transportation business of theCompany), aims to increase the security of transportation and ensure
safety through concerted efforts with the recognition that ensuring
the security of freight transportation is the pillar of our business
management.
In addition, fully recognizing the public nature and importance ofthe trucking business apart from compliance with relevant laws andregulations such as the Motor Truck Transportation Business Act andthe Road Traffic Act, in Ryoso Transportation, they check operations
at all times from a safety viewpoint. As initiatives for daily accident
preventive activities, they also hold safety conferences conductsafety patrols and head office and all-branches marketing staff
conferences, and conduct thorough checks at all car-allocation
bases using a high-performance alcohol detector unit to check at theroll call whether any crew members have been drinking.
In addition, they implement initiatives for industrial safety andhealth via appropriate instructions and education given to crew
members based on the results of regular medical checkups, to whichtests for lifestyle-related diseases have been added, and regulardiagnosis of the driving competence of the truck crews is conducted.

Harbor transportation: Promote the preventionof industrial accidents and conduct periodic
disaster prevention drills and meetings.
The port and harbor operations inevitably involve a great variety ofcargo handling work in association with various receipts anddeliveries at ports. For smooth and safe cargo handling operations,
we implemented various activities based on the countermeasures
prepared by each operating site.
Furthermore, we hold regular beforework meetings and monthly safety
and health meetings jointly with
relevant suppliers at which we analyze
industrial accidents and cargo
accident cases in order to raise
Safety and health meeting (Minamihonmoku
awareness of safety and health and
No. 1 Office, Yokohama Branch)share the intent with all workers.
We are making efforts to improve working environment andgrasp situations by taking measures for the ever-changing
environment, including reviewing the format of regular security
patrols. In this manner, we will always
look for new ways to improve safety
and health, actively implement
ordinary safety promotion activities
and continue daily enlightenment
activities. We believe that those efforts
will help prevent industrial accidents
and ensure the safety of workers.
Specific initiatives executed at therespective ports are summarized in
Safety patrol (Minamihonmoku
the table below.
No. 1 Office, Yokohama Branch)

Description of specific initiatives taken at the respective ports
and results/achievements

Description
We hold a briefing meeting before the ship operations to confirm thecontent of the intended operation, check the work uniform including thefluorescent vests and call workers’ attention to safety (daily).
A safety and health meeting is held jointly with the relevant suppliers(monthly).
We implemented safety patrols at operating sites jointly with the relevant
suppliers (monthly).
(Quarterly joint patrols are conducted with the participation of superiors.)
We regularly confirm and replenish safety gear (safety belts for high-place
operations, fluorescent safety armbands, emergency stretchers, etc.).
Information such as cases of accidents is shared with other operators
operating at the same harbor terminal at operators’ liaison meetings,
etc., and the content is shared at safety conferences at our worksites
and with suppliers.
We promote the speed limit for dedicated, in-yard trucks, which are
driven within the container yards (via the successive installation ofexcessive speed lamps).
We participate in outside workshops and training sessions (as needed).
Results/Achievements
No serious industrial accidents were reported in fiscal 2015.

VOICE

Strengthening the Task
of Ensuring Safety
Naoji Kimizuka
General Manager, Sales Division,
Ryoso Transportation Co., Ltd.

s a trucking business operator, we strive to ensure safety andsecurity as part of our social responsibility. On the other hand, inorder to raise awareness of its importance, we implemented safety meetingsand education regarding safety control and conducted safety patrols ineach operating base including cooperative stores.
We provide appropriate guidance on health management to the crewat roll calls and checks using an alcohol detector. We also installed driving
recorders and in-vehicle ETC units for business use in view of improving
transportation quality and accomplish occupational safety, and strive toachieve safe and effective logistic management based on route information.
(Group company of Mitsubishi Logistics Corporation)A

Mitsubishi Logistics

Environmental and Social Report 201619

Appropriate Working Environment

Human resources development and training
Endeavor to develop human resources that can contributenot only to corporate growth but also to social development
Ideal image of desired human resources
With the Code of Conduct in mind, every employee
aims to undertake a role not only in corporate growth
but also in the development of society by conducting
himself/herself in the following manner.
1. Keep faith in others, and conduct yourself with integrity and asense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate with yourcolleagues.

Training system
The Company focuses on developing human resourcesthat can precisely respond to internal and external
needs.
The Company therefore strives to upgrade
employees’ business skills and the organization’s
strength through training by service year of
employment. At the same time, the Company offers
several training programs to raise employees’ expertisesuch as management capabilities, readiness for
globalization and operational capability to enable
employees to acquire professional skills in response to
the content of their business duties.

VOICE

Reflection on the Onsite Logistics
Capability Training (Information system)

At the onsite logistics capability training, the lecturers
are dispatched from among active employees so that
employees assigned to posts at logistics sites canimprove their necessary expertise and skills.
This time, lectures regarding related laws andinformation system, and business activities andmarketing related lectures were held with 188
participants coming from the Company and also
subsidiaries and affiliates.
From now on, we will cultivate in-house lecturers
and strive to increase practical learning opportunities
regarding logistics as a whole, not limited to on-site
logistics.

Conducting training for young staff
members before their overseas dispatches
Targeting young staff who participate in the young staff
overseas dispatch program, we provided training on
deepening the understanding in the internationaltransportation business. With practical training
contents including the explanation of the Company’s
position and role in the international transportation
business, lecturers in-house and from outside build thetraining program for participants to make a smootherstart for their overseas OJTs. Furthermore, we
proactively invite participants from the Group
companies and affiliates and utilize this training
program for the international transportation businesstraining in the whole Mitsubishi Logistics Group.

VOICE

Reflection on the Onsite Logistics
Capability Training (Marketing)Kenji Matsuda
Ibaraki Office, Osaka BranchMona Yatabe
Daikoku Office YLP Centre, Yokohama Branch

took the course, “our information system
overview and information system trend in thelogistic industry.” I have knowledge of thelogistics system to an extent limited to its uses in daily
business operations. Through this course, I understood
the whole picture of the Company’s logistics system
and its ceaseless efforts for development andmaintenance in line with the trends of the time.
In recent years, shippers have a strong demand for
information systems, BCP (Business Continuity Plan)
and DRP (Disaster Recovery Plan). It was a great
excitement to know that the Company has establisheda separate data center as a measure against disaster,and that we have been taking on the challenge ofbuilding a structure that uses a wearable device, which
is a hot topic of the moment.
I will endeavor to implement the knowledge I
gained from this training course into my daily businessactivities, keep challenging new things, as well as
provide and propose ideas from my work site.

took the course, “Marketing for the Service
Industry.”
I first received explanations regarding thedefinition of “service” which was a broad ranging
theme. I also learned the types of services which werecategorized according to the definition as well as thetype under which the warehousing industry falls, andits characteristics.
At last, I received detailed explanations using othercompanies’ cases, on how they conduct their services(quality management).
It was a fresh theme to me, since the sense of“what service is” wasn’t quite prevalent during daily
operations. However, since the lecture was provided
by in-house lecturers, it was very approachable, and it
was impressive how familiar examples were used tosupport the explanation. Furthermore, I believe that
this course gave me fundamental knowledge to be
used when I need to increase customer satisfaction
based on the characteristics of warehousing industry.

I

20

Extending the Scope of In-House Lecturers
for the Onsite Logistics Capability Training

Mitsubishi Logistics

Environmental and Social Report 2016

I

Training at the 2nd year

Training at the 6th year

Conducted Chinese national staff
training
As a part of “Strengthening of the management foundation” inaccordance with the Management Plan, with aims including
disseminating the corporate philosophy and the Management
Plan to the Group employees and increasing the management
capabilities of national staff, we held a training for the senior
management staff of our overseas subsidiaries in China from
June 29, 2015 to July 2, 2015 in Tokyo.
After receiving various lectures including the importance ofsharing the Group’s management policy and Management
Plan, participants learned the Group’s corporate philosophy,
management policies, strategies, and the Group’s service
quality through a series of lectures by in-house lecturers andsite visits. Communication
between participants was
also enhanced throughdialogues with executives
and exchange between
executives andemployees.

The middle level staff training

Conducted training targeting midlevel
workers of subsidiaries and affiliates
In accordance with the Management Plan, we
conducted training for the midlevel staff of subsidiaries
and affiliates at the Sengokuhara Training Center, on
February 18-19, 2016 for the purpose of improving themanagement capability of the entire Group.
These training programs, 26 persons attended fromthe Company’s subsidiaries and affiliates, focused on
the Group’s overview, the roles of midlevel employees,
the way to demonstrate the leadership and the skills
needed for instruction and cultivation of junioremployees.
These programs helped participants interact with
employees from other Group companies and helped
enhance the motivation of each participant.

Chinese national staff training

VOICE

Reflection on the Chinese
national staff training

VOICE

Reflection on the Training targeting midlevel
workers of subsidiaries and affiliates

Yan Jianzhen
Mitsubishi Logistics China Co., Ltd, General Affairs Division

Itchouda Hiroshi
Touryo Kigyo Co., Ltd.

he four-day training was packed with programs that it
was hard to digest all at once. It included explanationsof the Company’s whole business operation and of theManagement Plan, tours to the Mitsubishi Archives, dialogues
with executives, leadership training, tours to our facilities inTokyo and Yokohama.
I was able to understand the whole picture of thebusinesses in the Mitsubishi Logistics Group, and how Asian
countries, especially China, contribute to the entire Group. I
was also able to renew my pride as a member of the Mitsubishi
Logistics Group by understanding “The Three Principles ofMitsubishi’s Business Management Philosophy,” which is the
DNA of the Company, and reaffirming the quality-driven policy
which I had only understood vaguely until the training.
I would like to make an effort in conveying what I had
learned to colleagues working together, and furthermore, tocustomers through our services. (Group company of Mitsubishi
Logistics Corporation)t this training, I learned the Group’s overview, theroles and actions of midlevel employees,
leadership, and the skills needed for the instruction
and cultivation of junior employees.
At the grouped workshops, I was slightly worried thatagreement over opinions could not be achieved within ourgroup members due to our differences in industry andposition. However, I was able to hear opinions that I would
never have thought of, and ideas that could be generated
only by people from a specific industry. I thought if there
were any “scales fell from my eyes” moments this would
certainly be it.
From this training, I have developed a genuine
understanding that the role of a midlevel employer is tocommunicate with my team members and manage theorganization. I will strive to digest all that I have learned
from this training and make an effort in implementing them.
(Group company of Mitsubishi Logistics Corporation)

T

A

Mitsubishi Logistics

Environmental and Social Report 201621

Appropriate Working Environment

Human resources (training) systems
National-type employee development course:
Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
Development policy: Have the participants experience a variety of roles and duties. For 12 years after joining the Company,
transfers are conducted at intervals of about four years, in principle.
Basic role:

Region-type employee development course:
Basic role: Become familiar with andunderstand the characteristics
or features and local businessduties of a certain region in
preparation for the smoothfulfillment of corporate
operations.
Development policy: Nurture employees via OJTfocused training and rotate jobs
so that employees can become
familiar with operating knowhow in various areas.

The middle level staff training

Training at the 6th year
Newcomers’∙ Nurture leadership andworksite instructors Training via
dispatching to followershiptraining
subsidiaries or ∙ Acquire basic marketing∙ Improve nurturing
capabilities, etc.
affiliates
capability as
Training at the 2nd year
worksite instructors∙ Improve logical thinking capability∙ Acquire legal expertise on logistics, etc.

Training by division

Newcomers’ second-half training
Newcomers’ first-half training

Registered customs
specialist examination
course∙ Learn basic knowledge on general corporate operations∙ Learn basic knowledge on trading practices∙ Visits to logistics and real estate facilities of the Company∙ Acquire business manners as a member of society, etc.

Upgrade operational capability

Stratified training(Objective of the common stratified training)∙ Acquire skills necessary for
different levels∙ Recognize the role required foreach level

Onsite logistics capability training∙ Improve onsite operating capability∙ Acquire knowledge on safety and health, etc.
∙ Acquire operating knowledge on distribution
centers, transportation, etc.
∙ Acquire knowledge on logistics improvement, etc.

Newcomers’ worksite
instructors training

Training on regional employees∙ Grasp one’s own strengths and weaknesses∙ Improve communication capabilities

Training at the 2nd year

Training by division

Registered customs
specialist examination
courseEnvironmental and Social Report 2016

Healthpromotion
seminar∙ Acquire basic management skills∙ Improve perspectives via action
learning, etc.

∙ Acquire knowledge on logistics, etc.

Mitsubishi Logistics

Life plan
seminarOnsite logistics capability training∙ Improve onsite operating capability∙ Acquire knowledge on safety and health, etc.
∙ Acquire operating knowledge on distribution
centers, transportation, etc.
∙ Acquire knowledge on logistics improvement, etc.

∙ Improve nurturing capability asworksite instructors

22

Health
Selfpromotion, etc. development

Correspondence education(Compulsory) Leadership(Compulsory) Labor management(Compulsory) Accounting(Selective) Marketing(Selective) Motivation management(Selective) Critical thinking

National staff training (as needed)

Management training by theme

Global mind development training (as needed)∙ Understand the management
policy and management skills∙ Nurture problem-solving
capabilities at worksites, etc.

Emerging countries’ legal and labor affairs and accounting training (as needed)

Training for newly appointed Department
and Office, Team managers

Chinese conversation course∙ Leadership, etc.

English conversation course

Training for Department and Office,Team managers

Young staff overseas dispatch program∙ Clarify the Company’s DNA byreflecting on the corporate
history of Mitsubishi Logistics∙ Raise organizational management capability

Stratified training(Objective of the common stratified training)∙ Acquire skills necessary for
different levels∙ Recognize the role required foreach level

Management training for employees seconded to subsidiaries(Applicable to Executives)

Training for (Deputy)
General Managers

Upgrade operational capability

Newcomers’ second-half training
Newcomers’ first-half training∙ Learn basic knowledge on general corporate operations∙ Learn basic knowledge on trading practices∙ Visits to logistics and real estate facilities of the Company∙ Acquire business manners as a member of society, etc.

Health
Selfpromotion, etc. development
Life plan
seminar
Healthpromotion
seminar

Correspondence education

Strengthen management capability Enhance readiness for globalization

Environmental Conservation
Environmental issues are not only local issues of the region where
our business bases are located but are also globally interconnected.
Environmental accountability is a global-level social responsibility that
affects the future of people.
The Mitsubishi Logistics Group strengthens such environmental issues
as the reduction of CO2 emissions as a countermeasure for climatechange, the use of renewable natural resources and contribution torecovery of the eco-system.

Reduction of CO2 emissions as ameasure for reducing climate change
Certified under the Logistics Efficiency
Improvement Act*1, we are integrating logistics
bases and reducing the environmental burden.
Obtaining the same certification under the following
seven business plans, we made transportation anddistribution systems more efficient by integrating
logistics bases for customers who used to employ
multiple logistics bases, thereby reducing the numberof delivery trucks. By collecting customers’ freight andimplementing joint delivery, we reduce emissions ofgreenhouse gases (CO2), contributing to a reduction of
the environmental burden.

1. Osaka Branch, Sakurajima Warehouse No. 2, North
Building (Started operation in November 2005)
2. Osaka Branch, Sakurajima Warehouse No. 3(Started operation in April 2008)
3. Nagoya Branch, Tobishima Warehouse (Started
operation in November 2008)
4. Tokyo Branch, Misato Warehouse No. 1 (Started
operation in December 2008)
5. Osaka Branch, Ibaraki Warehouse No. 3 (Started
operation in October 2012)
6. Tokyo Branch, Misato Warehouse No. 2 (Started
operation in March 2013)
7. Nagoya Branch, the extended space of Tobishima
Warehouse (Started operation in September 2015)*1. The Logistics Efficiency Improvement Act (Act on Advancement ofIntegration and Streamlining of Distribution Business, implemented on
October 1, 2005)
The purpose of this law is to promote operations conducive to efficientlogistics and reducing the environmental burden by integrating logistics
bases and conducting transportation, distribution, storage and logistics
processing comprehensively. Business plans under this law areapproved as a comprehensive efficiency plan and supported by theauthority.
In addition, the same law has been amended in May 2016 in view offurther integrating and streamlining the logistics industry with theconcern of labor shortage. Aiming to support measures such as modal
shift and cooperative delivery that are conducted by cooperation ofrelated parties including logistics companies and shippers, it isscheduled to be effective in fall 2016.

Through obtaining the Green Management Certification,
we are promoting environment-friendly business activities.
The Group obtained the Green Management Certification*2,
which pursues profitability and environmental conservation bypromoting environment-friendly business activities from thecertification registration organization Foundation for
Promoting Personal Mobility and Ecological Transportation(abbreviated as “Eco-Mo Foundation”).
1. Certification acquisition status of the Company
All offices of the Warehousing Business Division
Port and Harbor Operations Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)
2. Certification acquisition status of the Group
Truck transportation business (Ryoso Transportation Co., Ltd., andKyushu Ryoso Transportation Co., Ltd.) and warehousing business(Chubu Trade Warehousing Co., Ltd., Kusatsu Soko Co., Ltd., and the
Warehousing Business Division of Monryo Transport Corporation)*2. The Foundation for Promoting Personal Mobility and EcologicalTransportation is a public utility foundation that has been certifying andregistering business operators making efforts to reduce theenvironmental burden at a level exceeding the standards outlined in
the Green Management Promotion Manual since October 2003.

We ensure compliance with the Law
Concerning the Rational Use of Energy, etc.
As a “Designated Business Operator” under the Law
Concerning the Rational Use of Energy, the Company isobliged to reduce per-basic unit energy use more than 1% on
an annual average on a medium- to long-term basis at
facilities we own and rent. Moreover, we submit a regular
report on energy saving and a medium- to long-term energysaving plan to the Ministry of Economy, Trade and Industry.
The values we reported to the Ministry in fiscal 2015 (theactual results for fiscal 2014) show that our energy-saving
measures resulted in a more than 10% reduction of per-basic
unit energy use compared with the base year fiscal 2010. We
are also striving to reduce CO2 emissions at our real estate
facilities subject to the Tokyo Metropolitan Environmental
Security Ordinance.
Web

The actual results of our environmental conservation
efforts and our total CO2 emissions reduction directive
under the Tokyo Metropolitan Environmental Security
Ordinance can be viewed on Mitsubishi Logistics’ Website in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Mitsubishi Logistics

Environmental and Social Report 201623

Environmental Conservation

Conducting compliance with the Act on Rational
Use and Proper Management of Fluorocarbons
According to the “Act on Rational Use and Proper
Management of Fluorocarbons*1” (implemented in April2015), it is required of users that inspection on commercial
refrigerators and air conditioners etc. using fluorocarbons(Class 1 specified products), or the report of the leakage
amount of fluorocarbons from the aforementioned products
when it exceeds a specified level. The Company isappropriately responding to the law by preparing the systems
and operational guidelines related to inspection and leakage
control. In FY2015, the first year of the implementation of theAct, the Company’s calculated leakage amount offluorocarbons was 1,027 [t-CO2], and since it was over thelevel of 1,000 [t-CO2] and deemed subject to reportingleakage amount, a report was submitted to the Minister ofLand, Infrastructure, Transport and Tourism (the minister
having jurisdiction over the warehouse industry).

Reach Stacker*1. Overview on “Act on Rational Use and Proper Management of
Fluorocarbons*1” (implemented in April 1, 2015)
The Act requires users (owners, in general) of “Class 1 specified
products” (commercial air-conditioners, refrigerators and freezers, etc.)
to implement “simple inspection of all specified products” and “periodic
inspection by a person with specialized knowledge.” Furthermore, it also
requires users to report the calculated leakage amount of fluorocarbons
if the amount exceeds the specified level of 1,000 [t-CO2] per year.
Web

Actual data of the calculated leakage amount offluorocarbons may be viewed on Mitsubishi Logistics’web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Top Lifter

Implementing eco-friendly loading equipmentin the Harbor Transportation Business Division
In accordance with the Environmental Voluntary Plan, theCompany has preferentially implemented eco-friendly loading
equipment at the Minamihonmoku Office MC-3 terminal in
Yokohama Branch.
We also equipped RTG*2 with high-capacity lithium-ion
batteries and downsized the engines, resulting in a 60%
decrease in CO2 emission compared to conventional models.
*2. Rubber tired gantry crane: Transfer crane

Loading equipment introduced
RTG (10 units)
Reach Stacker (1 unit)
Top Lifter (3 units)
Tractor head (18 units)

RTG

24

Mitsubishi Logistics

Environmental and Social Report 2016

Tractor head

Promoting renewal of the existing lighting system
to LED lighting to achieve significant energy saving.
To save energy and reduce CO2 emissions with regard to the lighting
systems inside the Company’s warehouses, we are promoting
renewal of the existing lighting systems nearing the end of their lives,to high-efficiency lighting equipment.
In fiscal 2014, the Company renewed a total of 2,800 existing
lighting units to LED lighting at warehousing facilities (Tokyo Branch,
Ohi Warehouse B; Yokohama Branch, Atsugi Warehouse E; Nagoya
Branch, Kinjoh Warehouse; Osaka Branch, Sakurajima Warehouse
No. 1, 2F and 4F; Kobe Branch, Rokko Warehouse D; and Fukuoka
Branch, Hakozaki Warehouse A). In fiscal 2015, a total of about 300
lighting units were renewed to LED lighting at three facilities(Yokohama Branch, Detamachi Warehouse; Osaka Branch, Ibaraki
Warehouse No.12; Fukuoka Branch, Tachinoura Warehouse B).
A reduction of approximately 920 thousand kWh in electricenergy, which corresponds to approximately 1.9% of the annual
electric energy consumption at the Company’s warehousing facilities,
is expected by renewing the existing lighting to LED lighting (6,200
units in total).

We are promoting solar power
generation.
In line with the governmental policy of enhancing the use ofrenewable energy to cope with global warming and otherissues, the Company is promoting the adoption of large-scalesolar power generation facilities at its existing warehousing
facilities using the Renewable Electric Energy Feed-In-Tariff(or fixed-price purchase system of electricity from renewableenergy).
In fiscal 2015, solar power generation facilities werecompleted and started operation at the extended space of
Nagoya Tobishima Warehouse for total output of 100 kW.

The Eitai Dia Building was certified as a “NearTop Level Facility” under the Tokyo Metropolitan
Environmental Security Ordinance.
The Eitai Dia Building was certified as a “Near-Top Level
Facility” under the Tokyo Metropolitan Environmental Security
Ordinance, in March 2016, under the Green Building Programfor “Top-Level Business Facilities in Measures Against Global
Warming” certification system.*1
The “Certified Top-Level Business Facilities in Measures
Against Global Warming” are “business facilities that havemade outstanding progress in the implementation of
measures against global warming” recognized by the Tokyo
Metropolitan Government as offices complying with thestandards designated by the Tokyo Metropolitan Government
under the Tokyo Metropolitan Environmental Security
Ordinance. Under the mandatory targets for reduction in
overall greenhouse gas emissions and an emissions trading
program, less stringent reduction targets are applied for thecertified facilities.*2
Although the Eitai Dia Building, which was completed in
1991, is quite aged, the proper renovations, renewal andmaintenance of the facilities and equipment were highly
evaluated and certified as a Near-Top-Level Facility in fiscal
2010, and a Top-Level Facility in fiscal 2014.
In fiscal 2015, the governor has strengthened thestandards, and demands regarding environmental
consideration have increased. However, through updating the
air-conditioning heat source for computer rooms to a highefficiency version, conducting performance verification(commissioning) of the adopted facilities and equipment andcontinual improvement of the building management incooperation with the tenants of the building and a building
management company of the group, we were able tocertified as a Near-Top-Level Facility again.
At the Tokyo Dia Building, which was certified as a NearTop-Level Facility in fiscal 2011, and at other facilities of thecompany as well, we will make aggressive efforts to further
reduce the environmental burden by promoting renovations
and renewals of facilities and equipment to environmentfriendly versions, and improving management and operation.

Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking
business, striring for environmental conservation.
Addressing environmental issues
For trucking business operators, addressing
environmental issues is one of the highest priorities.
Ryoso Transportation Co., Ltd. (“Ryoso
Transportation”) has obtained the Green Management
Certification*1 at all six of its branches (seven
operational bases) starting in 2005, striving to reduce
environmental burden.
In fiscal 2015, Ryoso Transportation improved gas
mileage by 7.0% compared with fiscal 2006.
Specifically, in their efforts to promote eco-driving to
improve gas mileage and reduce emissions of air
pollution substances, they are conducting vehicle
inspections and maintenance with their own highstandards. They also adopt low-pollution vehicles thatmeet the latest restriction regulations for gas emissions.
Promotion of “Green Purchasing”
Ryoso Transportation is also striving to purchaseproducts and services with less environmental burden.
At Ryoso Transportation, they are aggressively
purchasing retread tires,*3 eco-stationery, etc.
*3. A retread tire has new rubber pasted on a used base tire, thereby
restoring the tire’s original functionality.

Change of total gas mileage at all operational sites(fiscal 2006 to fiscal 2015)
(Unit: km/L)
Fiscal year

2006

2007

2008

2009

2010

Vehicles forbusinessuse

2.45(100.0)2.53(103.1)

2.59(105.6)

2.63(107.5)

2.58(105.5)

Fiscal year

2011

2012

2013

2014

2015

Vehicles forbusinessuse

2.59(105.7)2.52(102.9)2.48(101.3)

2.53(103.4)2.62(107.0)Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.
114
112
110
108
106
104
102
100
98
96
94

107.5
105.6

107.0

105.5 105.7

103.1

102.9

100.0

2006

2007

2008

2009

2010

2011

2012

103.4
101.3

2013

2014

2015 (Fiscal year)*1. The Tokyo Metropolitan Government certified 34 business facilities as
Top-Level Facilities and Near-Top-Level Facilities (15 Top-Level
Facilities and 19 Near-Top-Level Facilities) in fiscal 2015, the first year
after the strengthening of standards. Out of these facilities, five were
newly certified facilities, while 29 were renewed certified facilities.
*2. The mandatory targets for reduction in overall greenhouse gas
emissions for Top-Level Facilities are reduced by half and those for
Near-Top-Level Facilities by a quarter.

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Environmental and Social Report 201625

Environmental Conservation

We are promoting environmental conservation
with regard to information system equipment.

Contribution to the recovery of the eco-system

In adopting information system equipment, we selectmodels that use less energy. In fiscal 2015, we adopted
307 selected units at our operating bases.

Conducting reforestation through volunteer
activities and donations as a partner ofreforestation of Kanagawa Prefecture

We are promoting environmental conservation not
only at our operational sites but also at our offices.

To address the global environment from the perspective ofpreservation of biodiversity, we participated in apartnership program of reforestation of Kanagawa
Prefecture and initiated related activities in April 2011.
In October 2015, the fourth reforestation activity washeld at the prefectural forest in Tanzawa Lake. Participants
included 24 executives and employees from Head Office,Tokyo Branch and Yokohama Branch, and with the
instructions from the Kanagawa prefecture certified forest
instructor and the support from the Prefectural Nature
Conservation Center, we performed tree thinning works
and took a walk along the mountain trails.
Participants were divided into 4 groups, and inaccordance to safety instructions, they trimmed trees byhand.
During lunch time, the instructor gave a talk on nature
conservation, which helped participants increase theawareness of environmental issues.

Promotion of summertime energy saving
We strove to save energy during the summertime (Maythrough October 2015) by participating as a Group in
the Cool Biz campaign, which calls for offices to set
their air-conditioning thermostats at a warmer-thanusual temperature of 28˚C.
Promotion of Green Purchasing of stationery
and other office supplies
When the Group companies purchase office supplies,
we not only consider quality and price but also choose
products with less environmental impact—Green
Purchasing.

Use of renewable resources
We are expanding the use of the electric car i-MiEV
manufactured by Mitsubishi Motors Corporation.
As one measure under the Environmental VoluntaryPlan that the Company formulated, we are promoting
the replacement of gasoline cars, which consume
gasoline and emit much CO2, with electric cars that
emit no CO2 exhaust. We have formulated an electric
car introduction plan considering the use of various
subsidies for electric cars and the completion status of
the relevant infrastructure including high-speed charger
equipment for adopting such cars.
In fiscal 2015 no new electric vehicles wereintroduced in our head office and all branches, but 27
electric vehicles are now in use.

Participants

Thinning works

i-MiEV at Head OfficeWeb

The data on the status of introducing electric cars canbe viewed on Mitsubishi Logistics’ Web site in“Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

26

Mitsubishi Logistics

Environmental and Social Report 2016

A walk through natureFulfillment of Sincere and Fair Business Activities
We earn trust from society by fulfilling our responsibilities regarding
ethical activities. By conducting fair and open competition in our
activities, we can showcase our compliance to society.
To fulfill our sincere and fair business activities, we recognize theissues of appropriate management of information and compliance withlaws and regulations such as the Act against Delay in Payment of
Subcontract Proceeds, etc. and the insider trading prevention law andstrive to establish a foundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition
We conduct training concerning compliance with
the Act against Delay in Payment of Subcontract
Proceeds, etc. and the prevention of insider trading.
In March 2016, we conducted training concerning the
Act against Delay in Payment of Subcontract Proceeds,
etc., covering the Company and its domestic groupcompanies. Approximately 1,900 employees who arein charge of implementing the Act against Delay inPayment of Subcontract Proceeds, etc., and related
associates from each division attended the training andlearned the purpose of the law, the scope of
applications, responsibilities and prohibited mattersusing related questions on our Web site. In February
2016, we conducted training related to the preventionof insider trading for a total of 44 newcomers andverified their understanding using related questions on
our Web site.
Web

Actual performance data of the training concerning
thorough compliance with the Act against Delay inPayment of Subcontract Proceeds, etc. and preventionof insider trading can be viewed on Mitsubishi Logistics’
Web site in “Extended version.”and in December 2015 (1,528 persons fromsubsidiaries and affiliates) thereby raising theawareness of information security among the
cumulative 2,978 people who answered thequestionnaire.
Web

Actual performance data on execution of questionnairewith regard to Information Security can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended version

Management of Information Security
1. Security of customer information (personal
information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations, obligationof compliance with regulations and penalties
5. Management of information assets
6. Formulation of security measure standards(Development standard, management standard,outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

We focus on information security toprovide high-quality and secure services
for customers.
To provide the best services for our customers, theCompany formulated various rules related to
information systems. We have disseminated our
information security policy to all employees.
To ensure the smooth business activities of theCompany, we formulated specific compliance mattersas to the use and management of our in-housenetwork. Also, we appoint a LAN manager from eachbranch’s information system section and OA promotion
staff from the relevant section of each division that uses
the network, ensuring safety and the effective use of
our in-house network.
In fiscal 2015, we conducted a web-basedquestionnaire with regard to information security in July
2015 (answered by 1,450 persons from the Company),

Management of Network Security
1. Management of connection to ML-net (In-housenetwork)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

Also, part of the operations of the Tokyo Branchtrunk room office and Dia Systems Corporation (oursubsidiary to develop and manage our information
system) both acquired ISO27001 certification, aninternational information security management systemstandard, and receive periodic evaluation by a certifying
organization-approved third-party organization, thereby
attesting to our efforts to improve our information
security.

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Environmental and Social Report 201627

Provision of Safe, High-Quality and Useful Services
To fulfill our mission as a logistics and real estate business operator
relied on by society, we intend to promote measures to focus on
disasters to continue to provide socially and environmentally usefuland high-quality services and maintain service functions even during
emergencies.

Provision of socially and environmentally
beneficial high-quality services
We will continue to promote the improvement ofquality, aiming to be a company that enhances
the quality of our customers’ products.
The Mitsubishi Logistics Group continues to promote
its various efforts tenaciously to improve the quality ofservices to get acknowledged by customers as aconstantly reliable partner.
We aim for high quality from the customers’
perspective.
To become a corporation that is continuously chosen
by customers, we conduct business activities basedon ideas and actions from the customers’ perspective.
To achieve customer satisfaction, we have broadened
the framework of quality enhancement to include thequality of operations, business duties and thecorporation itself. Moreover, to ensure trust from
customers, we will build on our efforts at ensuring
good quality to become a corporation that can boast“quality” as its strength.
Our Quality Declaration has been
disseminated.
We put up an “Our Quality Declaration” notice at each
worksite, distributed the “Our Quality Declaration”
cards to all employees of the Mitsubishi Logistics
Group and explained about it during stratified trainings,
etc., to further disseminate the information. (See pageP7: Our Declaration of Quality)
We connect employee satisfaction tocustomer satisfaction.
To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable
element. We strive to enhance the motivation of each
employee.
We believe that creating a good work environment
where employees can engage in business activities
with confidence and contact customers with a smile
will eventually lead to Customer Satisfaction (CS).

The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposesof maintaining and improving the quality of businessactivities of the entire Division, the Head Office and allbranches have a quality management group. We
complete operational documents and share information
on various measures. We will continue to aim toenhance customer satisfaction.

Each operating site and affiliated company
conducts specific quality improvement measures.
To offer high-quality services, the Mitsubishi Logistics
Group conducts daily efforts to improve the quality ateach operating site and affiliated company. The content
and results of such efforts are horizontally developed
across the Group. Some of these measures are as
follows.

Warehousing facilities patrol conducted and meetings held by the 4S
Activities Promotion Committee

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Environmental and Social Report 2016

Measures taken at divisions or branches and Group companies
Divisions or Branches andGroup companies

Warehousing andDistribution
Business DivisionTokyo Branch
Yokohama Branch

Kobe Branch
Ryoso
Transportation
Co., Ltd.
Kyokuryo Warehouse
Co., Ltd.
Shinryo Koun Co.,Ltd.
Mitsubishi Logistics
China Co., Ltd.
Shanghai Linghua
Logistics Co., Ltd.
Yokohama Dia
Building Management
Corporation
Dia Buil-Tech Co.,
Ltd.

Content of measures

Held meetings attended by managers from all
the operating bases to share information on
improvement of quality.
Determined issues on operational procedures bymonitoring the interior of warehousing facilities.
The 4S Activities Promotion Committee
patrolled the warehousing facilities and madeevaluations on each checklist item.
Promoted 4S activities in all work places. The
Promotion Committee checked the status of
implementation every month and conducts
commendation.
Conducted a safety patrol at all the operationalsites including the business sites of thedelivery subcontractors to prevent accidents
and raise awareness of safety.
Conducted a safety patrol inside the premises
every day to prevent accidents.
Provided full technical training to improve
workers’ technical capability.
Improved and implemented the humanresources development system at all theGroup companies in China.
Collected accident-related information at eachdivision and department, analyzed the tendencies
and gave feedback to all managerial staff.
Collected information on complaints from customers
through outsourced companies and shared theinformation at meetings with the tenants.
Established the Quality Management Divisionand formulated a manual for standard
procedures of building management operation.

Office where the G-MIWS was adopted(Rokko Office, Kobe Branch)

G-MIWS screen

VOICE

Installing the G-MIWS system

To further improve the quality of logistics operations, we are
adopting the G-MIWS (a new information system related towarehouse storage operation and delivery center operation).
As a successor model of the current system, MIWS/MESH (Mitsubishi Intelligent Warehouse System/
Mitsubishi Efficient and Speedy Handling System), theCompany developed a new system, G-MIWS, of which
the first full-scale operation took place at the Aomi
Office, Tokyo Branch, in March 2014, followed by thestart of operation of the system at the Ohi Office of thesame branch in September 2014. Installation works
smoothly progressed afterwards, and our goal is tocomplete the installation of the G-MIWS by the first halfof fiscal 2017. The “G” of “G-MIWS” signifies “global,”aiming to expand the Company’s logistics business tointegrate nationwide and overseas logistics, which was
included in the Basic Policy of the previous
Management Plan. Our system is available in English
and Chinese for overseas use and is designed to beeffective in standardizing operations, improving service
quality and reducing costs. By exporting various typesof logistics-related data, we will analyze operations,formulate sales strategies, provide useful information
for customers’ decision making in a timely manner andprovide even higher-quality logistics services than everto fully support customers’ business development fromthe aspect of logistics.

Kanako Hasegawa
Rokko Office, Kobe Branch-MIWS was installed andput into use in October 2015 at our office.
Since the date of the installation, the questions
concerning daily operations have been solved byreceiving support from the follow-up system mainly
led by the information system division. As a result, I
was able to streamline my work by constructing
data processing as I desire it to be.
Performing data processing more detailed thanever, we can now correspond to customers’ needs
more promptly.
Even though there may be problems arisingfrom the use of G-MIWS, I would like to keep
improving it and strive to provide high-quality
services.

G

Mitsubishi Logistics

Environmental and Social Report 2016

29

Provision of Safe, High-Quality and Useful Services

Promotion of disaster measures tomaintain service functions

We are strengthening our information system
crisis management structure to focus on disasters
and other crises.

We are working on crisis-preventive measuresand measures to focus on crises promptly
and effectively in case of such occurrence.

To ensure continuous use of the information system even during an
emergency, we established a disaster countermeasures center in the
Kansai region to back up data and implemented a duplicate
information system for our
in-house network and the Internet
environment. In addition, theCompany has formulated amanual focused on information
system disasters and othermeasures as countermeasurestaken during operation of such
systems against information
Disaster countermeasure centersystem accidents and failure.
in the Kansai region

The basic purpose of our crisis management measures
is to predict various crises that can seriously affectcorporate management, prevent such crises and, incase of occurrence, focus on the crisis quickly andeffectively to minimize human and material damage
that affects corporate management and restore thenormal operational structure quickly. Especially, with an
aim to become disaster-resistant in software andhardware, we have developed “Disaster-Resistant and
Eco-Friendly Warehouses,” “Disaster-Resistant and
Eco-Friendly Office Buildings.”

To fulfill our corporate social responsibility, we intend to:
1. Ensure the safety of employees, their families and related people;
2. Preserve corporate facilities (e.g., the Company’s warehouses,
buildings and facilities) and the freight received; and3. Strive to quickly restore and continue operation.

To respond to trust in our corporation from society, we will:
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local communities.

Reinforcing the emergency and disastermeasures system
As an emergency measure, we implemented largescale disaster measure training with mandatory
employee participation. The training involved use of amobile phone safety confirmation system, going or
coming to a work site by walking and checking
restoration procedures from disaster damage, etc.
In addition, communication training on the use oftransceivers was conducted monthly in the Group
companies to acquire the knowledge of its use, so as
to strengthen the disaster measures system.
Moreover, by increasing the number of offices
implementing the Earthquake Early Warning system,
we strive to promptly collect information needed toensure employees’ safety.

Transceiver (MCA radio)

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Mitsubishi Logistics

Earthquake Early Warning System

Environmental and Social Report 2016

The Company’s 11 facilities are support/relief goods
logistics base facilities designated by the Ministryof Land, Infrastructure, Transport and Tourism.
The Ministry of Land, Infrastructure, Transport and Tourism, learning from its
reflection on the Great East Japan Earthquake, held an advisory conference,
attended by experts, logistics business operators and people related toindustry organizations, among others, to compile the “Basic concept on the
support/relief goods logistics system,” which aims for the efficient and smoothdelivery of support/relief goods to afflicted areas at the time of a disaster.
The General Manager of the Warehousing and Distribution Business
Division of the Company assumed a position as a committee member
representing warehouse operators, requested by the Ministry of Land,
Infrastructure, Transport and Tourism, and actively commented from theperspective of a warehousing business operator. These discussions concluded
with the shared recognition that for the delivery of support/relief goods at thetime of a disaster, it is essential to fully utilize the expertise and facilities ofprivate logistics operators.
In fiscal 2011, 395 private facilities nationwide, mainly in the Kanto, Tokai
and Tonankai regions, where a large-scale earthquake is foreseen in the near
future, were designated as support/relief goods logistics bases, including theCompany’s seven facilities located in the Kanto, Tokai and Hanshin regions. In
fiscal 2012, two other facilities of the Company (in Fukuoka and Saga) were
newly designated as relief supplies and material facilities.
In fiscal 2013, the further addition of two warehouses in Tobishima andHonjoh (both in Aichi Prefecture) brought the number of the Company’s
facilities to 11. We will thoroughly prepare to fulfill our public role as awarehousing business operator so that the designated 11 facilities of theCompany can function well during a future large-scale disaster.
Web

Data on our 11 facilities designated as support/relief
goods logistics base facilities can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Daikoku Warehouse C, Yokohama Branch

Sakurajima Warehouse No. 1, Osaka Branch

Coordination with Local Communities
and International Society
To contribute to the development of local communities and international society, wemust focus not only on the site where our business base is located but also understandour relationship with society and recognize our common interests with society.
To maintain harmonious relationships with local and international societies, we willcontribute to cultural activities and health services and make donations.

Contribution to cultural activities

Yokohama Bay Quarter received the“Yokohama Hito Machi Design Award”

We conducted a charity auction and acharity fair.

Yokohama Bay Quarter received the Yokohama Hito
Machi Design Award (townscape division) on April 24,
2015.
This award is given to townscapes, buildings andtown activities that contributed to the creation andconservation of beautiful urban scenery. The targets
are entered publicly.
The curved open terrace at Yokohama Bay Quarter,
which is projecting out to the sea, is an iconic design.
Borrowing the view of Minato Mirai 21 district, thebuilding has created a new scenery at the Yokohama
waterfront. Furthermore, the establishment of the
Seabass terminal which serves as a means of marinetransport linking the area to Yamashita Park and Minato
Mirai 21 district has helped increase visits to the areaand made it a lively zone. These points contributed tothe evaluation of the facility as a successful example ofwaterfront redevelopment.

At the Yokohama Bay Quarter, the Company’scommercial real estate facilities in Yokohama, we held
our charity fair on Sunday, August 23, 2015. On thisfifth charity fair, popular traditional fair games such asshooting games and yo-yo fishing were enjoyed bythree generations of people. Employees from facilities
management company Yokohama Dia Building
Management Corporation wore Happi costumes andacted as salespersons in this handmade event, and it
was lively with a lot of visitors despite the scorching hot
weather. Furthermore, many visitors came dressed in
Yukata, so the venue was filled with a merry festival
atmosphere.
The revenues from the event were donated to theGreat East Japan Earthquake relief fund via theJapanese Red Cross Society. We will continue to holdthe events that can entertain visitors, aiming to make afacility indispensable to the regional community.

Certificate

Charity fair

Panoramic view of the Yokohama Bay Quarter

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Environmental and Social Report 201631

Coordination with Local Communities and International Society

Providing the venue for the Kasagi
Returning Ceremony
In the Great East Japan Earthquake in 2011, Kasagis (partof the Torii) that belonged to shrines in the Aomori
prefecture, Tohoku region were washed away by tsunamis
to Oregon in the American West Coast. Investigation
efforts on the site identified small amounts of words on the
Kasagis that proved they were from Japan, and thus thereturning of the Kasagis was decided. After four years fromthe earthquake the Kasagis that have drifted across thevast Pacific Ocean were returned to Japan without
damage. They were treated as “the proof of U.S.-Japanfriendship” on newspapers.
The Kasagis returned to Yokohama port and were
temporarily placed at Yokohama Bay Quarter in September
2015. The main plaza of the facility was provided for free
as a public venue. Caroline Kennedy, the United States
Ambassador to Japan, participated in the ritual performedby priests from the Tsurugaoka Hachimangu in Kamakura.
In this project, we bore the costs including the lending outof the plaza for free, the costs
for setting up the venue andsecurity expenses involved in
the ritual.
It was phenomenal thatsuch an international exchange
event took place in one of ourfacilities and that we were partof the event. Going forward,
we will further deepen our
cooperation with international
communities.
Ambassador Kennedy

Contribution through donations, etc.
Making donation to an orphanage at ouroverseas subsidiary in Vietnam
At our overseas subsidiary in Vietnam, we visited andmade donations to an orphanage in Ho Chi Minh City,and deepened our interactions with children by folding
Origami and drawing, etc.

Interacting with the children

We conducted a public benefit tree
planting event in China.
As part of our CSR activities in China, a public benefit
tree planting event like last year was conducted on
Sunday, March 6, 2016, in collaboration among
Mitsubishi Logistics China Co., Ltd., Shanghai Lingyun
Global Forwarding Co., Ltd., Shenzhen Lingyang
Global Forwarding Co., Ltd., Shanghai Branch,
Shanghai Linghua Logistics Co., Ltd., and Fuji Logistics(China) Co., Ltd.
This event helped enhance the environmental
awareness of the employees and their families andprovided an opportunity outside work for them tointeract with each other to build friendships.

Ambassador Kennedy and Chairman Okamoto from the Company

Ritual ceremony

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Tree planting activity

Environmental and Social Report 2016

We conduct social contribution activities as amember of the Mitsubishi Group and participate in
the Mitsubishi Social Contribution Liaison Council.
As a social contribution activity within the MitsubishiGroup, we donate to academic and charitableenterprises and conduct various volunteer activities.
Also, as a member of the Mitsubishi Social Contribution
Liaison Council made up of the companies within the
Mitsubishi Group, we report on our related activities
and exchange information.

We are cosponsoring Diamond Cup Golf
as a community contribution.

We participate in locally rooted
volunteer activities
At Yokohama Bay Quarters, for 7 days during theschool summer vacation season in August, radio
exercises were held at the main plaza. 2015 marks thesecond year of organizing this event, all managed by
employees of Yokohama Dia Building Management
Corporation. Despite the early start at 7 o’clock in themorning, over 40 participants, including senior couples
living close by, small children with their fathers before
work, joined the event every day. On the last day, we
had more than 80 participants.
We also participated in local cleanup activities
voluntarily.

Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which contributes to local communities and helps
nurture junior golfers through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as
one of the participating companies.

Installed flower beds in the greenbelt
near the Nagoya Station
Our Nagoya Branch responded to the request from the
Meieki Development Council, made up of landowners
around Nagoya Station, to install flower beds to liven
up and bring color to the front of the Nagoya Station
owned by Nagoya City.
Since fiscal 2011, we have been contributing to thebeautification of the environment in front of the Nagoya
Station by planting flowers two times a year in spring
and autumn.

Radio exercises (photo from theevent two years ago)

Cleanup activities at the Head Office

VOICE

Yokohama Bay Quarter Radio
exercises in the early morning
Shuhei Onodera
Sales Division,
Yokohama Dia Building Management Corporationt Yokohama Bay Quarter, we held the radio
exercise event in mid-August starting at 7am. Despite early morning, participants increased
day by day, and during the 8 days of the event,over 400 participants, mainly children below
primary school age, had joined our event.
Employees from our company stand at the front
to lead the others, performing radio exercises while
the familiar music flows from the radio cassette.
When a regular who had participated with his/her
grandchildren called out to me saying “Hi, I cameagain.” I was really pleased.
Going forward, I’d like to bring further
excitement to the community while helping thisshopping mall to become a place where ourcustomers from the neighborhood feel closenessand have fun with their family.
(Group company of Mitsubishi Logistics Corporation)A

The flower bed in spring/autumn

The flower bed of
hospitality<Contents on the signboard of theflower bed of hospitality>
This flower belt is managed by thehelp of flower supporters with the aimof creating a community with lots offlowery colors.

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Environmental and Social Report 201633

Statement Supporting the
UN Global Compact.
The Group promotes its CSR activities pursuant to the UN Global
Compact’s 10 principles.

Practice of the UN Global
Compact’s 10 principles
The Group agreed to adhere to the UN Global
Compact (hereinafter “UNGC”) and endorsed approvalin May 2014.
The UNGC is a voluntary
corporate responsibility
initiative for businesses thatare aiming for sustainablegrowth as a responsible
member of society. The UNGC
asks companies to voluntarily
participate in creating a global
framework to take creative
leadership.
At the World Economic Forum in Davos,
Switzerland, in 1999, Kofi Annan, then SecretaryGeneral of the United Nations, proposed thatcompanies should observe the 10 principles in theareas of human rights, labor, the environment andanti-corruption to solve various problems that could
occur due to internationalization and the global
expansion of businesses. In July 2000, the UNGC waslaunched at the UN Headquarters in New York. As of
July 2015, more than 13,000 companies andorganizations around the world were members of
UNGC.
Based on its Code of Conduct, the Group will strive
to practice the UN Global Compact’s 10 principles as agood member of international society.

UNGC’s 10 principles

Human
RightsGlobal Compact Network Japan’s web site

http://www.ungcjn.org/index.html

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Environmental and Social Report 2016

Principle 2: Make sure that they are notcomplicit in human rights abuses.
Principle 3: Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining;Labor

Principle 4: The elimination of all forms offorced and compulsory labor;
Principle 5: The effective abolition of childlabor; andPrinciple 6: The elimination of discrimination in
respect of employment andoccupation.
Principle 7: Businesses should support aprecautionary approach toenvironmental challenges;

Principle 8: Undertake initiatives to promote
greater environmental
Environment
responsibility; andPrinciple 9: Encourage the development anddiffusion of environmentallyfriendly technologies.

Anti-Corruption

Web

Principle 1: Businesses should support andrespect the protection ofinternationally proclaimed humanrights; andPrinciple 10: Businesses should work against
corruption in all its forms,
including extortion and bribery.

Company Profile (As of March 31, 2016)
Company name

Mitsubishi Logistics Corporation

Head OfficeNihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue (fiscal 2015)

Consolidated: ¥206.8 billion Nonconsolidated: ¥144.3 billion

The number of employeesof the Mitsubishi
Logistics Group

4,499(excluding 59 workers on leave to work outside the Group, 1,379 temporary staff and 1,037
employees on loan/dispatched from outside the Group)

The number of
employees of theCompany845(excluding 152 employees on leave to work for other companies, 123 temporary staff and 569
employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.

Companies in thescope ofconsolidation

Consolidated subsidiaries (52 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,
Tokyu Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V.,
Fuji Logistics Europe B.V., Mitsubishi Logistics China Co., Ltd., Shanghai Linghua Logistics Co., Ltd.,
Shanghai Qingke Warehouse Management Co., Ltd., Shanghai Lingyun Global Forwarding Co., Ltd.
Fuji Logistics (China) Co., Ltd., Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, P.T. Dia-Jaya Forwarding Indonesia, Fuji Logistics Malaysia SDN.BHD.,
Dia Buil-Tech Co., Ltd., Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Service Co., Ltd.,
Kobe Dia Maintenance Co., Ltd., T’ACT Co., Ltd.

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited

Financial Data
Business results (Consolidated)
Operating revenue
250

200

203.6

192.2 198.1

204.3 206.8

175.8(Unit: ¥billion)

Operating income

Ordinary income

15

15

12

12.1

12.5 12.3

12.1

11.4 11.3

13.6

14.5 14.5

14.1 14.4 14.0

12Assets (Consolidated)
Total assets

Net assets

500

300
433.0

400

(Unit: ¥billion)

350.4 353.2

375.1

396.2

413.2

200
150

9

9

300

100

6

6

200

263.0 257.5

250
205.8 211.5

227.8

236.6

150
100

0

3

3

50

2010 2011 2012 2013 2014 2015 (fiscal year)

02010 2011 2012 2013 2014 2015 (fiscal year)

0100

2010 2011 2012 2013 2014 2015 (fiscal year)

050

2010 2011 2012 2013 2014 2015 (fiscal year)

02010 2011 2012 2013 2014 2015 (fiscal year)

Mitsubishi Logistics Environmental and Social Report 2016

Mitsubishi Logistics
Environmental and Social Report

2016

Mitsubishi Logistics Corporation

CSR·Compliance Team, General Affairs Division, Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Extended version

Promotion of CSR

The following are some data related to the Environmental and Social Report 2016, which was collected at the end of fiscal 2015.

The environment
Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business

Fiscal 2013

Fiscal 2014

Fiscal 2015

Thousand m2 <Floor area>

1,370

1,372

1,424

Thousand t-CO2

37.1

36.4

34.1

kg-CO2/m2

27.1

26.5

23.9

30

71

28

Thousand tons <Handling tons>

Harbor transportation business t-CO2
kg-CO2/thousand tons

Overland transportation
business7
246.8

Million km <Total transportation distance>

3.9

4.1

3.9

3.6

3.7

3.5

921.1

911.8

889.3

Thousand m <Operational area>

684

681

716

Thousand t-CO2

41.4

42.6

41.1

kg-CO2/m2

60.4

62.6

57.4

Thousand t-CO2

82.0

82.8

78.7

2

CO2 emissions

8
112.7

Thousand t-CO2
kg-CO2/thousand km

Real estate business

15.0
504.2

Check on status of compliancewith Code of Conduct
In-house
Domestic group companies
Overseas group companies
Total

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

138

750

150

500

100

100

250

50

50

0

2013

2014

2015 (Fiscal year)

0

2013

2014

150

2015 (Fiscal year)

151.5

140.7

0

2013

2014

Waste emissions (tons)

Waste emissions (m3)(Thousand tons)
4(Thousand m3)
20

82.8

78.7

3

50

2

25

1

0

2013

2014

2015 (Fiscal year)

74.9

1.9

16.1

Human rights
enlightenment course

502015 (Fiscal year)

0

2013

2014

2015 (Fiscal year)

2013

2014

1.9

0

2013

2014

2015 (Fiscal year)

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
scale companies CO2 emissions

Status of introducing electric cars

EmissionsFiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014
standard
Tokyo Dia Buildings 33,531
31,661
29,593
26,607
24,419Total number ofcars introduced(Using cars)

5,558

5,836

5,341

5,227

Ohi Cold Storage Office

4,394

3,645

3,645

3,620

3,100

Total

48,05740,86439,07435,56832,746

7,193

8,983

12,48915,311

Reduction

1,433
2,938
72
4,443

1,556
2,671
90
4,317

133
44
177

60
69
129

—
—
—

1,416
2,684
79
4,179

Fiscal 2009 Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015
5
(5)

4
(9)

Calculated leakage amountof fluorocarbons Unit:t-CO2

49

39

48

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
40
40
44

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
903
807
757
962
1,019
1,143
1,865
1,826
1,900

Number of respondents to information security questionnaire

4.7*Calculation standard● Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
● The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
● Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
● Business sites for the harbor transportation business were restricted to two places where the Company is in charge of transportation referenced to the Law Concerning the Rational Use of Energy.
● For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
● The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
● For water use, the volume of water used by the Company is indicated. The waste emission volume shows the volume of waste emitted by part of the Company (excluding the real estatebusiness, etc.) and a number of the Group companies.

10,132

1,462
1,848
3,310

Number of persons participated in compliance lecture for prevention
Unit: persons
of insider tradingIn-house

102015 (Fiscal year)

Eitai Dia Building

1,586
2,943
4,529

Fulfillment of Sincere and Fair Business Activities

17.2

5

0

1,596
3,017
4,613

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements

15

2.1

Awareness surveys concerning
CSR and compliance
In-house
Domestic group companies
Total
Group training concerning
CSR and compliance
In-house
Domestic group companies
Total

Number of persons participated in human rights enlightenment course for
Unit: persons
dissemination of employees’ awareness of human rights

75.3

25

(Thousand t-CO2)
100

82.0

80.1

75

99.0

CO2 emissions

75

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements

Respect for Human Rights

Electricity use

136

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
2
3
2
1
1
0
9
7
5
3
3
3
2
4
4
17
18
14

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements(Thousand m3)
1,000
916

136

Number of persons participated in awareness surveys and trainings aimed at disseminating thecorporate philosophy and better understanding of CSR and compliance.  Unit: persons

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Water use (water supply, sewage)

960

Logistics
Real Estate
IR
CSR
Other
Total

Unit: caseOrganizational Governance

Environmental conservation data (by usage, by emission type)
932

Number of news releases

5
(14)

5
(19)

3
(22)

5
(27)

0
(27)

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
Number of questionnaires conducted Three times
Three times
Twice
Number of respondents (Persons)
4,352
2,679
2,978

In-house
Domestic group companies
Total

Provision of Safe, High-Quality and Useful Services
Number of persons participated in training for earthquake measures
Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
Execution period
February 2014 March 2015—
Head Office,Head Office,
Place—
Kobe Branch Tokyo Branch
Number of participants (Persons) Around 60
Around 50—

Support/relief goods logistics base facilities at a glance
Block

BranchFacility name

Tokyo
Kanto

Tokai

Kinki
KyushuAomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Fiscal 2015
Leakageamount1,027
Mitsubishi Logistics

Environmental and Social Report 2016

Extended version

Promotion of CSR

The following are some data related to the Environmental and Social Report 2016, which was collected at the end of fiscal 2015.

The environment
Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business

Fiscal 2013

Fiscal 2014

Fiscal 2015

Thousand m2 <Floor area>

1,370

1,372

1,424

Thousand t-CO2

37.1

36.4

34.1

kg-CO2/m2

27.1

26.5

23.9

30

71

28

Thousand tons <Handling tons>

Harbor transportation business t-CO2
kg-CO2/thousand tons

Overland transportation
business7
246.8

Million km <Total transportation distance>

3.9

4.1

3.9

3.6

3.7

3.5

921.1

911.8

889.3

Thousand m <Operational area>

684

681

716

Thousand t-CO2

41.4

42.6

41.1

kg-CO2/m2

60.4

62.6

57.4

Thousand t-CO2

82.0

82.8

78.7

2

CO2 emissions

8
112.7

Thousand t-CO2
kg-CO2/thousand km

Real estate business

15.0
504.2

Check on status of compliancewith Code of Conduct
In-house
Domestic group companies
Overseas group companies
Total

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

138

750

150

500

100

100

250

50

50

0

2013

2014

2015 (Fiscal year)

0

2013

2014

150

2015 (Fiscal year)

151.5

140.7

0

2013

2014

Waste emissions (tons)

Waste emissions (m3)(Thousand tons)
4(Thousand m3)
20

82.8

78.7

3

50

2

25

1

0

2013

2014

2015 (Fiscal year)

74.9

1.9

16.1

Human rights
enlightenment course

502015 (Fiscal year)

0

2013

2014

2015 (Fiscal year)

2013

2014

1.9

0

2013

2014

2015 (Fiscal year)

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
scale companies CO2 emissions

Status of introducing electric cars

EmissionsFiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014
standard
Tokyo Dia Buildings 33,531
31,661
29,593
26,607
24,419Total number ofcars introduced(Using cars)

5,558

5,836

5,341

5,227

Ohi Cold Storage Office

4,394

3,645

3,645

3,620

3,100

Total

48,05740,86439,07435,56832,746

7,193

8,983

12,48915,311

Reduction

1,433
2,938
72
4,443

1,556
2,671
90
4,317

133
44
177

60
69
129

—
—
—

1,416
2,684
79
4,179

Fiscal 2009 Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015
5
(5)

4
(9)

Calculated leakage amountof fluorocarbons Unit:t-CO2

49

39

48

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
40
40
44

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
903
807
757
962
1,019
1,143
1,865
1,826
1,900

Number of respondents to information security questionnaire

4.7*Calculation standard● Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
● The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
● Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
● Business sites for the harbor transportation business were restricted to two places where the Company is in charge of transportation referenced to the Law Concerning the Rational Use of Energy.
● For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
● The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
● For water use, the volume of water used by the Company is indicated. The waste emission volume shows the volume of waste emitted by part of the Company (excluding the real estatebusiness, etc.) and a number of the Group companies.

10,132

1,462
1,848
3,310

Number of persons participated in compliance lecture for prevention
Unit: persons
of insider tradingIn-house

102015 (Fiscal year)

Eitai Dia Building

1,586
2,943
4,529

Fulfillment of Sincere and Fair Business Activities

17.2

5

0

1,596
3,017
4,613

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements

15

2.1

Awareness surveys concerning
CSR and compliance
In-house
Domestic group companies
Total
Group training concerning
CSR and compliance
In-house
Domestic group companies
Total

Number of persons participated in human rights enlightenment course for
Unit: persons
dissemination of employees’ awareness of human rights

75.3

25

(Thousand t-CO2)
100

82.0

80.1

75

99.0

CO2 emissions

75

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements

Respect for Human Rights

Electricity use

136

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
2
3
2
1
1
0
9
7
5
3
3
3
2
4
4
17
18
14

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements(Thousand m3)
1,000
916

136

Number of persons participated in awareness surveys and trainings aimed at disseminating thecorporate philosophy and better understanding of CSR and compliance.  Unit: persons

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Water use (water supply, sewage)

960

Logistics
Real Estate
IR
CSR
Other
Total

Unit: caseOrganizational Governance

Environmental conservation data (by usage, by emission type)
932

Number of news releases

5
(14)

5
(19)

3
(22)

5
(27)

0
(27)

Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
Number of questionnaires conducted Three times
Three times
Twice
Number of respondents (Persons)
4,352
2,679
2,978

In-house
Domestic group companies
Total

Provision of Safe, High-Quality and Useful Services
Number of persons participated in training for earthquake measures
Fiscal 2013
Fiscal 2014
Fiscal 2015
achievements achievements achievements
Execution period
February 2014 March 2015—
Head Office,Head Office,
Place—
Kobe Branch Tokyo Branch
Number of participants (Persons) Around 60
Around 50—

Support/relief goods logistics base facilities at a glance
Block

BranchFacility name

Tokyo
Kanto

Tokai

Kinki
KyushuAomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Fiscal 2015
Leakageamount1,027
Mitsubishi Logistics

Environmental and Social Report 2016

GRI Guidelines version 4 (G4) reference table(Listed only indicators for Core level)
General Standard Disclosures
Indicators

Reference
page number

Provide a statement from the most senior decision-maker of the organization (such as CEO, chair,or equivalent senior position) about the relevance of sustainability to the organization and theorganization’s strategy for addressing sustainability.

2~3

Top Message

Report the name of the organization.

35

Company Profile

Item

Contents

Strategy and Analysis
G4-1

Organizational Profile
G4-3
G4-4

Report the primary brands, products, and services.

4~5

Introduction of Businesses

G4-5

Report the location of the organization’s headquarters.

35

Company Profile

G4-6

Report the number of countries where the organization operates, and names of countries where
either the organization has significant operations or that are specifically relevant to the sustainability
topics covered in the report.

35

Company Profile

G4-7

Report the nature of ownership and legal form.

35

Company Profile

G4-8

Report the markets served (including geographic breakdown, sectors served, and types ofcustomers and beneficiaries).

35

Company Profile

G4-9

Report the scale of the organization, including:∙ Total number of employees∙ Total number of operations∙ Net sales∙ Total capitalization broken down in terms of debt and equity∙ Quantity of products or services provided

35

Company Profile

G4-10a.	Report the total number of employees by employment contract and gender.
b.	Report the total number of permanent employees by employment type and gender.
c.	Report the total workforce by employees and supervised workers and by gender.
d.	Report the total workforce by region and gender.
e.	Report whether a substantial portion of the organization’s work is performed by workers who arelegally recognized as self-employed, or by individuals other than employees or supervised
workers, including employees and supervised employees of contractors.
f.	Report any significant variations in employment numbers (such as seasonal variations in
employment in the tourism or agricultural industries).

15

Status of employees

G4-11

Report the percentage of total employees covered by collective bargaining agreements.

−

−

G4-12

Describe the organization’s supply chain.

4~5

Introduction of Businesses

G4-13

Report any significant changes during the reporting period regarding the organization’s size,
structure, ownership, or its supply chain, including:∙ Changes in the location of, or changes in, operations, including facility openings, closings, and expansions∙ Changes in the share capital structure and other capital formation, maintenance, and alteration operation∙ Changes in the location of suppliers, the structure of the supply chain, or in relationships with
suppliers, including selection and termination−−

Commitments to external initiatives
G4-14

Report whether and how the precautionary approach or principle is addressed by the organization.

28~30

Initiatives for quality
improvement anddisaster measures

G4-15

List externally developed economic, environmental and social charters, principles, or other initiatives
to which the organization subscribes or which it endorses.

3, 34

Top Message,
Statement Supporting
the UN Global Compact

G4-16

List memberships of associations (such as industry associations) and national or international
advocacy organizations in which the organization:∙ Holds a position on the governance body
∙ Participates in projects or committees∙ Provides substantive funding beyond routine membership dues
∙ Views membership as strategic−−

Identified Material Aspects and Boundaries
G4-17

a. List all entities included in the organization’s consolidated financial statements or equivalent documents.
b. Report whether any entity included in the organization’s consolidated financial statements orequivalent documents is not covered by the report.

35

Company Profile

G4-18

a. Explain the process for defining the report content and the Aspect Boundaries.
b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.

1, 6~9

Editorial Policy,
Promotion of CSR

G4-19

List all the material Aspects identified in the process for defining report content.

10~11

Confirmation of major
CSR activities

Mitsubishi Logistics

Environmental and Social Report 2016

Item

Reference
page number

Indicators

Contents

G4-20

For each material Aspect, report the Aspect Boundary within the organization, as follows:∙ Report whether the Aspect is material within the organization∙ If the Aspect is not material for all entities within the organization (as described in G4-17), selectone of the following two approaches and report either:- The list of entities or groups of entities included in G4-17 for which the Aspect is not material- The list of entities or groups of entities included in G4-17 for which the Aspects is material∙ Report any specific limitation regarding the Aspect Boundary within the organization

12~33

G4-21

For each material Aspect, report the Aspect Boundary outside the organization, as follows:∙ Report whether the Aspect is material outside of the organization∙ If the Aspect is material outside of the organization, identify the entities, groups of entities orelements for which the Aspect is material. In addition, describe the geographical location where
the Aspect is material for the entities identified∙ Report any specific limitation regarding the Aspect Boundary outside the organization

−

−

G4-22

Report the effect of any restatements of information provided in previous reports, and the reasonsfor such restatements.

−

−

G4-23

Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.

2~3, 12

Formulation of new
Management Plan

Introduction to CSR
Activities

Stakeholder Engagement
G4-24

Provide a list of stakeholder groups engaged by the organization.

6~11

Promotion of CSR

G4-25

Report the basis for identification and selection of stakeholders with whom to engage.

6~11

Promotion of CSR

G4-26

Report the organization’s approach to stakeholder engagement, including frequency of engagementby type and by stakeholder group, and an indication of whether any of the engagement wasundertaken specifically as part of the report preparation process.

6~11

Promotion of CSR

G4-27

Report key topics and concerns that have been raised through stakeholder engagement, and how
the organization has responded to those key topics and concerns, including through its reporting.
Report the stakeholder groups that raised each of the key topics and concerns.

6~11

Promotion of CSR

Report Profile
G4-28

Reporting period (such as fiscal or calendar year) for information provided.

1

Boundary of the Reportand Reporting Period

G4-29

Date of most recent previous report (if any).

1

Publication Date

G4-30

Reporting cycle (such as annual, biennial).

1

Publication Date

1

Contacts for Inquiries Regarding theEnvironmental and Social Reporta.	Report the ‘in accordance’ option the organization has chosen.
b. Report the GRI Content Index for the chosen option.
c. Report the reference to the External Assurance Report, if the report has been externally assured. GRI
recommends the use of external assurance but it is not a requirement to be ‘in accordance’ with the Guidelines.

−−

a. Report the organization’s policy and current practice with regard to seeking external assurance for the report.
b.	If not included in the assurance report accompanying the sustainability report, report the scopeand basis of any external assurance provided.
c.	Report the relationship between the organization and the assurance providers.
d.	Report whether the highest governance body or senior executives are involved in seeking
assurance for the organization’s sustainability report.

−

−

8

In-house Decision Making

6~7

The Three Principles of Mitsubishi’s
Business Management Philosophy,
Code of Conduct, Environmental Policy,
Environmental Voluntary Plan, Our
Declaration of Quality

Reference
page number

Contents

6~33

Initiatives for Seven Core
Subjects of Social
Responsibility

G4-31

Provide the contact point for questions regarding the report or its contents.

GRI Content Index
G4-32
Assurance

G4-33

GovernanceG4-34

Report the governance structure of the organization, including committees of the highest governance body.
Identify any committees responsible for decision-making on economic, environmental and social impacts.

Ethics and Integrity

G4-56

Describe the organization’s values, principles, standards and norms of behavior such as codes ofconduct and codes of ethics.

Specific Standard Disclosures
Item

Indicators

Disclosures on Management Approach

G4-DMAa. Report why the Aspect is material. Report the impacts that make this Aspect material.
b. Report how the organization manages the material Aspect or its impacts.
c. Report the evaluation of the management approach, including:∙ The mechanisms for evaluating the effectiveness of the management approach∙ The results of the evaluation of the management approach∙ Any related adjustments to the management approach

Mitsubishi Logistics

Environmental and Social Report 2016